Agenda packet, regular meeting — Santa Barbara City Council, April 12, 2022 (part 2 of 2)

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3. May be allowed to sign a last chance agreement as an alternative to discipline which could require the employee to undergo treatment to cure his/her alcohol or drug abuse and be tested periodically. Generally, an employee who tests positive and has not been found to be using alcohol or drugs on-duty will be offered a last chance agreement. The City does not pay for this examination or any treatment. However, if the exam and/or treatment is covered by the employee's insurance policy, the employee may use the insurance policy to (help) pay for the covered expenses.

4. The employee may use accumulated vacation, personal leave, overtime or leave without pay while undergoing treatment/rehabilitation

5. The employee may use sick leave only when participating in a medically supervised/approved residential rehabilitation program or during the first ninety (90) days of a medically supervised/approved outpatient rehabilitation program.

6. May not be returned to his/her position until the employee submits to a return-to-duty controlled substances and/or alcohol test (depending on which test the employee failed) which indicates an alcohol concentration level of less than 0.08 or a negative result on a controlled substances test;

7. May be required to submit to unannounced follow-up testing after he/she has been returned to his/her safety-sensitive position.

J. EMPLOYEE ASSISTANCE PROGRAM (EAP)
The City has established an Employee Assistance Program to help employees who need assistance with alcohol and controlled substance abuse. Employees are encouraged to contact the City’s Benefits Office for the number of the current EAP provider.

Appendix C
Attachment A- Drug and Alcohol Free Workplace Policy
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Appendix C- ATTACHMENT A
RESOLUTION NO. 90-141

A RESOLUTION OF THE COUNCIL OF THE CITY OF SANTA

BARBARA, ADOPTING A DRUG AND ALCOHOL FREE WORKPLACE
POLICY.

WHEREAS, The Federal Drug Free Workplace Act of 1988 requires the adoption of a drug free workplace policy, and
WHEREAS, the presence of drugs and alcohol on the job, and the influence of these substances on employees during working hours jeopardizes the safety of employees, the public, and the efficiency of City operations; and
WHEREAS, the City wants to establish a drug and alcohol free workplace;

NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF SANTA BARBARA:

That the attached Drug and Alcohol Free Workplace Policy be adopted.

Adopted August 21, 1990
Appendix C- Attachment A- Drug and Alcohol Free Workplace Policy

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8-17-90

CITY OF SANTA BARBARA

DRUG AND ALCOHOL FREE WORKPLACE POLICY
I. PURPOSE
The City of Santa Barbara, in its efforts to provide a drug and alcohol free environment, has adopted this Drug and Alcohol Free Workplace Policy. It is the purpose of this policy to eliminate alcohol and drug abuse by City Employees and its effects in the workplace. The presence of drugs and alcohol on the job and the influence of these substances on employees during working hours jeopardizes the safety of employees, the public, and the efficiency of City operations. It is the intent of the City, in adopting this policy, to meet the requirements of the Drug Free Workplace Act of 1988 (41 U.S.C. Section 701-707).

II. POLICY
In recognition of the duties entrusted to the employees of the City of Santa Barbara and with knowledge that drugs and alcohol hinder a person's ability to perform job related duties safely and effectively, the City of Santa Barbara adopts the following policy:

1. The use, possession, manufacture, dispensation or distribution of drugs and alcohol is prohibited:
a. in the workplace;
b. while on City time;
c. in City vehicles or facilities except as defined in City's facilities use policies; d. prior to coming to work, so that the employee's performance is impaired.

2. The City is committed to providing reasonable accommodation to those employees whose drug or alcohol problem classifies them as handicapped, under federal law.

3. The City has established a voluntary Employee Assistance Program (EAP) to assist those employees who voluntarily seek help for alcohol or drug problems (as well as for a variety of other personal problems). Employees may seek confidential assistance from the EAP counselor.

III. APPLICATION

1. This policy applies to all full time, part time and temporary employees, and to all applicants for positions with the City. This policy applies to alcohol and all substances, drugs or medications, legal or illegal, which impairs an employee's ability to effectively and safely perform his/her job duties.

2. A copy of this policy will be provided to all City employees.

3. A drug-free awareness program will be established to inform employees of the dangers and penalties of drug use in the workplace and of available counseling, rehabilitation and employee assistance programs.

Appendix C- Attachment A- Drug and Alcohol Free Workplace Policy

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4. Violations of the policy may result in disciplinary action being taken, up to and including termination, in addition to possible criminal penalties or refusal to hire an applicant.

IV.EMPLOYEES RESPONSIBILITIES
An employee:

1. Must not report to work, or be subject to scheduled duty while his/her ability to perform job duties is impaired due to on or off duty alcohol or drug use.

2. Must not use, possess, manufacture, dispense or distribute drugs or alcohol a. in the workplace;
b. on City time;
c. in City vehicles or facilities except as defined in City's facilities use policies; d. prior to coming to work, so that the employee's performance is impaired.

3. Must notify his/her supervisor, before beginning work, when drugs (prescription or nonprescription) may interfere with the safe and effective performance of duties or operation of City equipment. In the event there is a question regarding an employee's ability to safely and effectively perform assigned duties while using prescribed drug, authorization from a qualified physician may be required.

4. Must notify his/her department head of any criminal drug or alcohol statute conviction, for a violation occurring in the workplace, no later than five (5) days after such conviction.

5. A safety employee must notify his/her department head of all alcohol or criminal drug statute convictions, no later than five (5) days after such conviction.

6. Who thinks he/she may have an alcohol or drug use problem is urged to voluntarily seek free confidential assistance from the City's Employee Assistance Program (EAP) counselor.

It is the responsibility of each employee to seek assistance before alcohol or drug problems lead to job related performance problems.

V. MANAGERS AND SUPERVISORS RESPONSIBILITIES AND GUIDELINES

1. Managers and supervisors are responsible for enforcement of this policy and will inform the Department Head and the Human Resources Manager of any violations.

2. Employees who may have a suspected alcohol or drug use problem should be encouraged to voluntarily seek confidential assistance from the City's Employee Assistance Program (EAP).

3. When it is suspected that an employee is under the influence of drugs or alcohol at the workplace, managers and supervisors shall prevent the employee from engaging in further work, remove the employee from the work place, consult with another manager or supervisor to confirm their suspicions, and then, take appropriate action. The employee shall be informed that a union representative or shop steward could be notified, at the employee's request. Managers and supervisors may notify the appropriate law enforcement agency.

4. When it is suspected that an employee may have illegal drugs or is under the influence if illegal drugs, managers and supervisors shall notify the appropriate law enforcement agency.

Appendix C- Attachment A- Drug and Alcohol Free Workplace Policy

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5. For employees working on programs receiving federal grant money, the City shall:
a. notify the Federal contracting agency within ten (10) days after receiving notice of an employee's criminal drug statute conviction occurring in the workplace. (41 U.S.C. Section 701-717)
b. impose a sanction, or require the satisfactory participation in a drug abuse assistance or rehabilitation program for any employee who is convicted of a criminal drug statute violation occurring in the workplace. (41 U.S.C. Section 701-707)
Appendix C- Attachment B- Drug Testing Levels
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Appendix C- ATTACHMENT B
Federal D.O.T. Urine Specimen Testing Levels
From 49 CFR Part 40 Subpart F
All cutoff concentrations are expressed in nanograms per milliliter (ng/mL). The table follows:

Type of Drug or Metabolite Initial Test Confirmation Test (1) Marijuana metabolities
(i) Delta-9-tetrahydrocannabinol-9-
caroxylic acid (THC)
50 15
(2) Cocaine metabolities
(Benzoylecgonine)
300 150
(3) Phencyclidine (PCP) 25 25
(4) Amphetamines
(i) Amphetamine
(ii) Methamphetamine
1000
500
500
(Specimen must also contain
amphetamine at a concentration of
greater than or equal to 200
ng/mL.)
(5) Opiate metabolities
(i) Codeine
(ii) Morphine
(iii) 6acety1morphine
2000
2000
2000
10 Test for 6-AM in the specimen.

Conduct this test only when
specimen contains morphine
at a concentration greater than
or equal to 2000 ng/mL.

Appendix C- Attachment B- Drug Testing Levels
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To set forth the City of Santa Barbara’s policy and procedures governing the establishment and administration of an alternate work schedule commonly referred to as “9/80’s”.

This policy is intended to complement the provisions of the City of Santa Barbara’s “FlexWork Policy” and “Child Care Personnel Policies”. However, in the event of a conflict between those provisions and this policy, this policy shall control for all purposes.

POLICY:

The 9/80 alternate work schedule may be the standard assigned schedule for a position or work unit, or may be granted, at the employee’s request, as an alternative work schedule under the City’s FlexWork Program or Childcare Personnel Policies (also called “Family Friendly Policies”). The guidelines set forth in this policy will apply to any employee working a 9/80 schedule.

DEFINITIONS:

1. 9/80 Alternate Work Schedule
The 9/80 alternate work schedule shall consist of eight (8) work days of nine (9) hours and one work day of eight (8) hours for a total of eighty (80) hours during two (2) consecutive work weeks. For non-management employees, the eight (8) hour work day must be on the same day of the week as the employee’s regular Flex Day Off (FDO).

Under the 9/80 schedule, one calendar (e.g, Saturday-Friday) week shall consist of 44 work hours (four 9-hour days and one 8-hour day) and the alternating calendar week will consist of 36 work hours (four 9-hour days and one day off).

2. Flex Day Off
The Flex Day Off (FDO) shall be an eight (8) hour day and may occur on any day of the week. For non-management employees, the FDO must be the same day of the week as the employee’s 8-hour work day that occurs in the preceding and subsequent work weeks (e.g., if the employee’s regularly scheduled Flex Day Off is each alternate Friday,

3. 9/80 FLSA Workweek
Under the Fair Labor Standards Act, the workweek is defined as “a fixed and regularly recurring period of seven consecutive 24-hour periods (168 hours).” When an employee is assigned to a 9/80 schedule, the 9/80 work week begins on the employee’s 8 hour day, at exactly four (4) hours after the scheduled start time and ends 168 hours later, at the same time on the same day during the following week. This results in 40 straight time hours per FLSA workweek, and 80 straight time hours per pay period.

4. City Pay Period
The City’s pay period begins at 12:00 a.m. (midnight) on Saturday, and ends immediately before the same time on Friday two weeks later. This is different than the FLSA work period for an employee on a 9/80 schedule, whose FLSA workweek may span 2 pay periods.

5. Fair Labor Standards Act (FLSA)
The Fair Labor Standards Act is a Federal law that sets minimum wage, overtime pay, equal pay, recordkeeping, and child labor standards for employees that it covers.

6. Non-Exempt Employee
A non-exempt employee is an employee who, because of the type of duties performed, the usual level of decision making authority, and the method of compensation, is subject to the provisions of the Fair Labor Standards Act. Nonexempt employees are generally required to account for all hours worked and must be compensated at not less than time-and-one half at the regular rate for all hours worked over 40 in one FLSA workweek.

APPROVAL:

Scheduling of a 9/80 Work Schedule including the selection of the work days, work times, and the FDO, shall be done by management based on business needs, subject to the requirements of the applicable M.O.U. and/or sideletter governing the 9/80 Work Schedule.

CITY OF SANTA BARBARA ADMINISTRATIVE
POLICIES:
9/80 WORK SCHEDULE POLICY
Policy No. TBA
Issued by: Barbara Barker, Human Resources Manager Adopted: 5/8/2007 Updated
Exhibit D- 9/80 Work Schedule Policy Page 3
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The City and the Union agree that under certain circumstances, alternative work schedules (9/80, 4/10, and/or modified starting or ending times) may be beneficial to both employees and the City. Employees may request , upon their own initiative, consideration of an alternate schedule and/or FDO based on childcare, alternative commute, school, or other personal issues through the FlexWork Policy or Childcare Personnel Policies.
[For General, Treatment and Patrol, and Hourly bargaining unit members: When a change to or from a standard 9/80 work schedule is made at the City’s initiative, the City will make every reasonable effort to give the affected employee 30 calendar days notice and the opportunity to apply for accommodation under these policies. All such requests will be considered in good faith, and will not be denied for arbitrary or capricious reasons.]
CHANGES TO SCHEDULE LIMITED:

1. Changing the Flex Day Off
Once the FDO is designated, working on the FDO may incur overtime in one or more FLSA workweeks, therefore working on the FDO or making changes to the FDO requires management approval.

Temporary changes to the FLSA workweek and/or the FDO to avoid overtime are not permitted.

2. Working on the 8 Hour Day
Once the 9/80 schedule begins, working an alternate schedule on the 8 hour work day may incur overtime liability* in one or more FLSA workweeks. Therefore, altering an employee’s schedule on the 8 hour day requires management approval. (*e.g., if an employee scheduled to work from 8-5 comes in 7-4 instead, one work week will incur 1 hour of overtime, and the employee will be short an hour in the next work week and need to use leave balances.)

1. Holidays
Employees on a 9/80 work schedule who are eligible for holiday pay will be entitled to the same Holiday pay as employees on a 10/80 (40 hour) work schedule. Holiday pay shall remain at eight (8) hours. When a holiday falls on a regular nine (9) hour workday, the employee shall use one (1) hour of personal accrued leave time (vacation, personal leave, or comp time) to make up the ninth hour.

When the holiday is observed on the employee’s FDO, the employee will accrue an additional 8-hour holiday day off. If required under the applicable M.O.U., such day off shall be taken within thirty (30) calendar days or shall be compensated at straight pay after the 30th day.

2. Personal Leave and Bereavement Leave
Employees on a 9/80 work schedule who are eligible for personal and/or bereavement leave will be entitled to the same Personal Leave and/or Bereavement pay as employees on a 10/80 (40 hour) work schedule. Personal Leave and Bereavement pay are granted to full-time employees in amounts equivalent to 8 hour days (e.g., the employee will be eligible for a total of up to 32 hours of personal leave and up to 40 total hours of bereavement leave). Personal Leave and Bereavement pay are charged at nine (9) hours for time taken on a scheduled nine hour day and (8) hours for time taken on a scheduled eight hour day.

3. Vacation, Sick, Compensatory Time, PTO, etc.

Time off from work using accrued vacation, sick, PTO, or other paid leave banks will be charged at nine (9) hours for time taken on a scheduled nine hour day. Time off from work on the eight (8) hour work day will be charged at eight (8) hours.

4. Jury Duty
An employee shall not be entitled to jury duty pay, or to overtime pay or compensatory time off for jury duty on the FDO. However, an employee on an absence exceeding one week for jury duty, military duty, etc. may request to temporarily switch back to a regular 10/80 schedule. The transition guidelines below will apply to approval of such request to transition to the 40-hour schedule (Section F2, below) or back from the 40-hour

OVERTIME:

1. Overtime Earned
When an overtime-eligible employee is on a 9/80 work schedule, overtime for hours exceeding 40 in a workweek, both under the FLSA and as provided under any applicable M.O.U., will be based on the FLSA workweek. In other words, employees who are eligible for overtime shall receive overtime pay or compensatory time off for hours worked in excess of 36 or 44 hours in their respective scheduled (e.g., SaturdayFriday) calendar workweek.

Employees may also be eligible for overtime or compensatory time for other hours in excess of the regular 9/80 work schedule, as provided under the applicable M.O.U.

2. Overtime Paid
The 9/80 FLSA workweeks will not generally correspond with the City’s pay periods.

Therefore, where adjustments to overtime compensation cannot be calculated until the completion of the employee’s workweek (e.g., when they occur in the last half of the 8 hour day), a one pay period’s delay in the employee receiving the additional compensation may occur.

TRANSITIONING TO OR FROM A 9/80 WORK SCHEDULE
When an employee transitions from a 10/80, 4/10, or other 40-hour per week work schedule to a 9/80 work schedule, there will be a change to the beginning of the FLSA workweek. This results in a situation in which 4 hours fall in both the old workweek and the new workweek. The following procedures are designed to avoid an overtime obligation during this change. Any deviation from these procedures must be approved in advance by management.

1. Transitioning to a 9/80 Work Schedule
For a non-management employee, the transition to a 9/80 work schedule will be set to begin during a 36-hour calendar workweek, when an FDO occurs. Four hours in the new FLSA workweek will overlap with the prior 40 hour calendar work week, but

2. Transitioning to a normal 40 hour Work Schedule
For a non-management employee, the transition back to a normal 40-hour work week (e.g. “10/80” or “4/10”) from a 9/80 work schedule will be set to begin the week following a 36-hour calendar work week. This will result in 40 hours of straight time in both the prior FLSA 9/80 work week and the new regular FLSA calendar work week.

While this change will not lead to overtime, this will result in the employee working only 72 hours in the pay period in which the change occurs. Employees must use 4 hours from their available leave banks to make up this time not worked. [To avoid this result, management would need to approve the employee to work an additional 4 hours during that pay period, recognizing that those hours will be paid at the overtime rate.]

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: April 12, 2022
TO: Mayor and Councilmembers
FROM: Chief’s Staff, Police Department
SUBJECT: Introduction Of An Ordinance Adopting An Equipment Use Policy Per Assembly Bill 481
RECOMMENDATION:

That Council introduce and subsequently adopt, by reading of title only, an Ordinance of the Council of the City of Santa Barbara Adopting a Military Equipment Use Policy for the Santa Barbara Police Department.

DISCUSSION:

Assembly Bill Number 481 (AB 481), codified at Government Code sections 7070 through 7075, requires the Santa Barbara Police Department (SBPD) to obtain approval from City Council of its military equipment use policy by ordinance by April 30, 2022, in order to continue the use of this previously acquired equipment.

The term “military equipment”, as used in AB 481, does not necessarily indicate equipment used by the military. Items deemed to be “military equipment” include, but are not limited to, unmanned aerial or ground vehicles, armored vehicles, command and control vehicles, pepper balls, less lethal shotguns, less lethal 40mm projectile launchers, long range acoustic devices, and flashbangs. The list of items considered “military equipment” by AB 481 are employed by many law enforcement agencies across the country as best practices to enhance citizen and officer safety.

Provided as an attachment is the inventory list of military equipment that the SBPD maintains. Also attached is the SBPD’s military equipment use policy. The use of the military equipment identified on the inventory list is vital to SBPD’s mission and will continue to be strictly regulated through internal processes and oversight.

Agenda Item No. 6
File Code No. 520.04
Council Agenda Report
Introduction Of An Ordinance Adopting An Equipment Use Policy Per Assembly Bill 481 April 12, 2022

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BUDGET/FINANCIAL INFORMATION:

The cost of the current equipment is presently funded and included in the Police Department’s operating budget for Fiscal Year 2023. No new equipment that is applicable to Assembly Bill 481 is slated for purchase during the listed timeframe.

ATTACHMENTS: 1. SBPD Military Equipment Inventory 2022

2. SBPD Military Equipment Use Policy
PREPARED BY: Joshua Morton, Lieutenant
SUBMITTED BY: Bernard Melekian, Interim Chief of Police APPROVED BY: City Administrator's Office

SANTA BARBARA POLICE DEPARTMENT MILITARY USE EQUIPMENT
INVENTORY 2022

1. Robot: A remotely controlled unmanned machine that operates on the ground, which is utilized to enhance the safety of the community and officers.
a. Description, quantity, capabilities, and purchase cost iRobot 110 FirstLook, cost $25,000, quantity:1. Lightweight unmanned ground vehicle. b. Purpose
To be used to remotely gain visual/audio data, deliver negotiation phone, open doors, disrupt packages, and clear buildings.
c. Authorized Use
Assigned SWAT operators.
d. Expected Life Span 8-
10 years.
e. Fiscal Impact
No ongoing maintenance costs.
f. Training
Robot operators trained per the instructions included with the robot. g. Legal and Procedural Rules
It is the practice of the SBPD to utilize a robot only for official law enforcement purposes, and in a manner that respects the privacy of our community, pursuant to State and Federal law.

2. Armored Vehicles: Commercially produced wheeled armored personnel vehicle utilized for law enforcement purposes.
a. Description, quantity, capabilities, and purchase cost LENCO BEARCAT, G2, cost: $315,000, quantity: 1. The Lenco Bearcat, G2, is an armored vehicle that seats 10-12 personnel with open floor plan that allows for rescue of down personnel. It can stop various projectiles, which provides greater safety to citizens and officers beyond the protection level of shield and personal body armor. b. Purpose
To be used in response to critical incidents to enhance officer and community safety, improve scene containment and stabilization, and assist in resolving critical incidents.
c. Authorized Use
The use of armored vehicles shall only be authorized by a watch commander or SWAT commander, based on the specific circumstances of a given critical incident. Armored vehicles shall be used only by officers trained in their deployment and in a manner consistent with Department policy and training.
d. Lifespan
Lenco Bearcat model G2, 25 years.

ATTACHMENT 1
e. Fiscal Impact
Annual maintenance cost of approximately $5,000.
f. Training
All driver/operators shall be trained in vehicle operations and practical driving instruction.
g. Legal and Procedural Rules
Use is established under Policy section 706. It is the policy of the Department to utilize armored vehicles only for official law enforcement purposes, and pursuant to State and Federal law.

3. Mobile Incident Command Vehicle (MIC): A vehicle used mobile office that provides shelter, access to Department computer and communication systems during extended events. a. Description, quantity, capabilities, and purchase cost Ford F59 Aluminum Body chassis with gas engine, (custom built) vehicle by LDV Custom Specialty Vehicles, cost: $250,000, quantity: 1. The MIC can also be utilized for SWAT/CNRT and other critical incidents, preplanned large events, searching for missing persons, natural disasters, and community events. The vehicle requires at a minimum a Class C Driver’s License.
b. Purpose
To be used based on the specific circumstances of a given critical incident, large event, natural disaster or community event that is taking place. c. Authorized Use
Only officers trained in their deployment and operations in a manner consistent with Department policy and training are authorized to operate the MIC. Situations which the MIC is authorized for use would include but not be limited to critical incidents, emergencies and natural disasters.
d. Lifespan
The MIC, 20-year lifespan on chassis and vehicle structure. Upgrades needed in 7 years to maintain IT systems.
e. Fiscal Impact
Annual maintenance cost is approximately $12,000.
f. Training
The driver/operator shall receive training in the safe handling of the vehicle on a closed training course, supervised by a CNRT and/or Fleet Supervisor. Once the operator has shown competence in vehicle handling, the driver/operator will drive the vehicle throughout the city with an experienced driver. g. Legal and Procedural Rules
It is the policy of the Department to use the MIC only for official law enforcement purposes, and in accordance with California State law regarding the operation of motor vehicles.
h. Training
Once completing a closed training course, the operator will drive the vehicle throughout the city with an experienced MIC vehicle driver.
i. Legal Procedural Rules
Use shall be in accordance with California State law regarding the operation of motor vehicles.

4. 40 MM Launchers and Rounds: 40MM Launchers are utilized by department personnel as a less lethal tool to launch impact rounds, and for delivery of chemical agents. a. Description, quantity, capabilities, and purchase cost i. DEFENSE TECHNOLOGY, 40MM SINGLE SHOT LAUNCHER, cost: $1000, quantity: 2. The 40MM Single Launcher is a tactical single shot launcher that features a tactical stock and adjustable front grip with light rail. It will fire standard 40mm less lethal ammunition, up to 4.8 inches in cartridge length. It is only authorized to be used by trained personnel.
ii. LEWIS MACHINE AND TOOL (LMT) 40MM SINGLE SHOT LAUNCHER, cost $700, quantity: 2, a tactical single-shot launcher with pistol grip and tactical stock. It will fire standard 40mm less lethal ammunition, up to 4.8 inches in cartridge length. It is only authorized to be used by trained personnel.
iii. PENN ARMS 40MM MULTI-SHOT LAUNCHER, cost $1500, quantity:1. 40MM launcher that can be loaded with up to six less-lethal projectiles. It will fire standard 40mm ammunition and is only authorized for use by trained personnel. iv. DEFENSE TECHNOLOGY, 40MM EXACT IMPACT SPONGE, #6325, cost: $18, quantity:

80. A less lethal 40mm lightweight plastic and foam projectile fired from a single or multi-round purpose built 40mm grenade launcher with a rifled barrel at 325 FPS. The 30-gram foam projectile delivers 120 ft/lbs. of energy on impact. The 40mm Exact Impact Sponge Round provides accurate and effective performance when fired from the approved distance of not less than five (5) feet and as far as 131 feet from the target.
v. DEFENSE TECHNOLOGY, FERRETT 40MM LIQUID CS BARRICADE PENETRATOR ROUND, cost: $23, quantity: 10. A chemical agent 40MM round used to penetrate barriers, such as windows, hollow core doors, wallboard and thin plywood. Upon impacting the barrier, the nose cone ruptures and instantaneously delivers a small chemical payload inside of a structure or vehicle. In a tactical deployment situation, the 40mm Ferret is primarily used to dislodge barricaded subjects from confined areas. Its purpose is to minimize the risks to all parties through pain compliance, temporary discomfort and/or incapacitation of potentially violent or dangerous subjects.
b. Purpose
To limit the escalation of conflict where employment of lethal force is prohibited or undesirable.
c. Authorized Use
Situations for use of the less lethal weapon systems may include, but are not limited to:
i. Self-destructive, dangerous and/or combative individuals. ii. Riot/crowd control and civil unrest incidents.
iii. Circumstances where a tactical advantage can be obtained. iv. Potentially vicious animals.
v. Training exercises or approved demonstrations.
d. Training
Sworn members utilizing 40MM less lethal impact rounds are trained in their use by POST certified less lethal and chemical agent instructors.
e. Lifespan
Defense Technology launcher- 25 years.

LMT launcher – 25 years.

Exact Impact Sponge round - 5 years.

Defense Technology chemical munitions - 5
years.
f. Fiscal Impact
No annual maintenance cost for launchers or ammunition. g. Legal and Procedural Rules
Use is established under Policy Sections 303 and 404. It is the policy of the SBPD to utilize the 40mm only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force.

5. Less Lethal Shotgun: Less Lethal Shotgun is used to deploy the less lethal 12-gauge Safariland 3027 Drag-Stabilized round.
a. Description, quantity, capabilities, and purchase cost i. REMINGTON 870 LESS LETHAL SHOTGUN, cost: $1000, quantity: 8. The Remington 870 Less Lethal Shotgun is used to deploy the less lethal 12-gauge round up to a distance of 50 feet. The range of the weapon system helps to maintain space between officers and a suspect reducing the immediacy of the threat which is a principle of de-escalation.
ii. 12-GAUGE SAFARILAND 3027 DRAG-STABILIZED ROUND, cost: $5, quantity: 200. A less lethal 2.4-inch 12-gauge shotgun round firing a ballistic fiber bag filled with lead shot at a velocity of 270 feet per second (FPS). The rounds are discharged from a dedicated 12-gauge shotgun that is distinguishable by an orange butt stock and fore grip. This round provides accurate and effective performance when fired from the approved distance of not fewer than five (5) feet.
b. Purpose
To limit the escalation of conflict where employment of lethal force is prohibited or undesirable.
c. Authorized Use
Situations for use of the less lethal weapon systems may include, but are not limited to:
i. Self-destructive, dangerous and/or combative individuals. ii. Riot/crowd control and civil unrest incidents.
iii. Circumstances where a tactical advantage can be obtained. iv. Potentially vicious animals.
v. Training exercises or approved demonstrations.
d. Lifespan
Remington 870 Less Lethal Shotgun- 25 years.

Safariland 3027 round – No expiration date.
e. Fiscal Impact
No annual maintenance cost for shotguns.
f. Training
All officers are trained in the 12 gauge less lethal shotgun as a less lethal option by in-service training. SWAT personnel receive additional training internally when they transfer to the unit.
g. Legal and Procedural Rules
Use is established under Policy Section 303. It is the policy of the SBPD to utilize the less lethal shotgun only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force.

6. Distraction Devices: A device used to distract dangerous persons. a. Description, quantity, capabilities, and purchase cost i. DEFENSE TECHNOLOGY 25 LIGHT/SOUND DISTRACTIONARY DEVICE, cost: $50, quantity: 35. A non-bursting, non-fragmenting device that produces a thunderous bang with an intense bright light. Ideal for distracting dangerous suspects during assaults, hostage rescue, room entry or other high-risk arrest situations. b. Purpose
A distraction device is ideal for distracting dangerous suspects during assaults, hostage rescue, room entry or other high-risk arrest situations. To produce atmospheric overpressure and brilliant white light and, as a result, can cause short-term (6 - 8 seconds) physiological/psychological sensory deprivation to give officers a tactical advantage. c. Authorized Use
Diversionary Devices shall only be used:
i. By officers who have been trained in their proper use. ii. In hostage and barricaded subject situations.
iii. In high-risk warrant (search/arrest) services where there may be extreme hazards to officers.
iv. During other high-risk situations where their use would enhance officer safety. v. During training exercises.
d. Lifespan
Until used.
e. Fiscal Impact
No annual maintenance cost.
f. Training
Prior to use, SWAT officers must attend divisionary device training that is conducted by Post certified instructors.
g. Legal and Procedural Rules
Use is established under the SBPD SWAT Manual and Policy Section 404. It is the policy of the SBPD to utilize diversion devices only for official law enforcement purposes, and pursuant to State and Federal law regarding the use of force. h. Rifles: Guns that are fired from shoulder level, having a long spirally grooved barrel intended to make bullets spin and thereby have greater accuracy over a long distance. i. Description, quantity, capabilities, and purchase cost i. Colt M4 Carbine, semi-automatic, quantity: 46, cost $900. A rifle that fires an intermediate-power cartridge (.223) which is more powerful than a standard pistol but less powerful than a standard rifle. It is a short-barreled rifle which allows a trained officer better control inside of structures with greater accuracy than a handgun. This version of the rifle is used by patrol officers. ii. Colt AR-15A3 rifle, semi-automatic, quantity: 34, cost $900. A rifle that fires an intermediate-power cartridge (.223) which is more powerful than a standard pistol but less powerful than a standard rifle. It allows a trained officer better control inside of structures with greater accuracy than a handgun. This version of the rifle is used by patrol officers.
iii. Colt M-16 automatic rifle in the following variants: M4, LE6946 Carbine, M-16 rifle.

Quantity: 21, cost $900. A rifle that fires an intermediate-power cartridge (.223) which is more powerful than a standard pistol but less powerful than a standard rifle. These variants are fully-automatic. Only trained and certified SWAT Officers are authorized to deploy these rifles.
iv. Tactical Operations Tango 51 .308 caliber Sniper Rifle. Quantity: 4, cost $8000. A highly accurate sniper rifle capable of precision fire at distance. Only trained and certified SWAT snipers are authorized to deploy these rifles. v. Remington 700P .308 caliber Sniper Rifle. Quantity: 1, cost: $700. A highly accurate sniper rifle capable of precision fire at distance. Only trained and certified SWAT snipers are authorized to deploy these rifles.
vi. Noveske N-6 .308 caliber Sniper Rifle. Quantity: 1, cost $6,500. A highly accurate sniper rifle capable of precision fire at distance. Only trained and certified SWAT snipers are authorized to deploy these rifles.
vii. Surgeon CSR .308 caliber Sniper Rifle. Quantity: 4, cost $10,000. A highly accurate sniper rifle capable of precision fire at distance. Only trained and certified SWAT snipers are authorized to deploy these rifles.
viii. Winchester .223 Caliber 62 Grain Rifle Ammunition, cost: $360 per case of 1000, quantity: approximately 18 cases. Standard law enforcement ammunition for .223 rifles and carbines.
ix. Federal Premium LE .308 caliber 168 Grain Rifle Ammunition. cost: $400 per case of 500, quantity: 10 cases. Standard law enforcement ammunition for .308 caliber sniper rifles.
j. Purpose
To be used as precision weapons to address a threat with more precision and/or greater distances than a handgun, if present and feasible. k. Authorized Use
Only members that are POST certified are authorized to use a patrol rifle. Fully-automatic rifles and .308 caliber sniper rifles are only deployed by authorized and trained SWAT personnel. l. Lifespan
Colt AR-15 rifles – no expiration. Rifles typically stay in service 20+ years.

Colt M-16, M4 and variant rifles - no expiration.

Winchester rifle ammunition - no expiration.

Federal rifle ammunition - no expiration.
m. Fiscal Impact
Annual maintenance is approximately $400, total, for all rifles. n. Training
Prior to using a rifle, officers must be certified by POST instructors in the operation of the rifle. Additionally, all members that operate any rifle are required to pass an annual range qualification. SWAT officers deploying .308 rifles and/or automatic .223 caliber rifles are trained and certified in those rifles and qualify in their use regularly. o. Legal and Procedural Rules
Use is established under Policy Sections 306, 404, and the SWAT Manual. It is the policy of the SBPD to utilize rifles only for official law enforcement purposes, and pursuant to State and Federal law regarding the use of force.

7. Chemical Agents and Smoke Canisters: Canisters that contain chemical agents that are released when deployed. The chemical agent “CS” is commonly referred to as tear gas. “OC” refers to oleoresin capsicum, commonly referred to as pepper spray. a. Description, quantity, capabilities, and purchase cost i. DEFENSE TECHNOLOGY, TRIPLE-CHASER SEPARATING CANISTER, CS, #1026, cost: $47, quantity: 10. The Triple-Chaser CS consists of three separate canisters pressed together with separating charges between each. When deployed, the canisters separate and land approximately 20 feet apart allowing increased area coverage in a short period of time. This canister can be hand thrown or launched from a fired delivery system. The canister is 6.5 in. by 2.7 in. and holds an approximately

3.2 oz. of active agent payload. It has an approximate burn time of 20-30 seconds. ii. DEFENSE TECHNOLOGY, RIOT CONTROL CONTINUOUS DISCHARGE GRENADE, CS, #1082, cost: $27, quantity: 10. The Riot Control CS Grenade is designed specifically for outdoor use in crowd control situations with a high-volume continuous burn that expels its payload in approximately 20-40 seconds through four gas ports located on the top of the canister. This grenade can be used to conceal tactical movement or to route a crowd. The volume of smoke and agent is vast and obtrusive. This launchable grenade is 6.0 in. by 2.35 in. and holds approximately 2.7 oz. of active agent. iii. DEFENSE TECHNOLOGY, FLAMELESS TRI-CHAMBER CS GRENADE, #1032, cost $45, quantity: 20. The design of the Tri-Chamber Flameless CS Grenade allows the contents to burn within an internal can and disperse the agent safely with reduced risk of fire.

The grenade is designed primarily for indoor tactical situations to detect and/or dislodge a barricaded subject. This grenade will deliver approximately .70 oz. of agent during its 20-25 seconds burn time. The Tri-Chamber Flameless Grenade can be used in crowd control as well as tactical deployment situations by Law Enforcement and Corrections but was designed with the barricade situation in mind. Its applications in tactical situations are primarily to detect and/or dislodge barricaded subjects. The purpose of the Tri-Chamber Flameless Grenade is to minimize the risks to all parties through pain compliance, temporary discomfort, and/or incapacitation of potentially violent or dangerous subjects. The Tri-Chamber Flameless Grenade provides the option of delivering a pyrotechnic chemical device indoors, maximizing the chemicals’ effectiveness via heat and vaporization, while minimizing or negating the chance of fire to the structure.
iv. DEFENSE TECHNOLOGY, MAXIMUM HC SMOKE LARGE STYLE CANISTER, #1073, cost:
$38, quantity: 5. It is a slow burning, high volume, continuous discharge grenade designed for outdoor use in crowd management situations. Emits grey-white smoke only for approximately 1.5 to 2 minutes.
v. DEFENSE TECHNOLOGY, RIOT CONTROL CONTINUOUS DISCHARGE OC GRENADE, #1080, cost $41, quantity: 10 - The Riot Control OC Grenade is designed specifically for outdoor use in crowd control situations with a high-volume continuous burn that expels its payload in approximately 20-40 seconds through four gas ports located on the top of the canister. This grenade can be used to conceal tactical movement or to route a crowd. The volume of smoke and agent is vast and obtrusive. This launchable grenade is 6.0 in. by 2.35 in. and holds approximately 0.88 oz. of active agent. vi. DEFENSE TECHNOLOGY, OC VAPOR AEROSOL GRENADE, #1056, cost: $49, quantity: 5. The Defense Technology OC Vapor Aerosol Grenade is for law enforcement and corrections use to deliver a high concentration of Oleoresin Capsicum (OC) in a powerful mist.

The grenade is designed for indoor use in confined areas and, once deployed, inflames the mucous membranes and exposed skin resulting in an intense burning sensation. The incapacitating effect of the OC Vapor on the subject is dramatic with minimal decontamination needed. Removing the subject from the affected area to fresh air will resolve respiratory effects within minutes. The OC Vapor Aerosol Grenade is ideal for cell extractions or barricade situations where the use of pyrotechnic, powder or liquid devices is not practical or desired.
vii. Defense Technology Pocket Tactical CS Grenade #1016, cost $35, quantity: 9. Lightweight grenade containing .9 oz of active ingredient, burns for 20-40 seconds. The device is intended to be hand-deployed in exigent circumstances, to minimize the risks to all parties through pain compliance, temporary discomfort, and/or incapacitation of potentially violent or dangerous subjects viii. DEFENSE TECHNOLOGY SPEDE-HEAT CS canisters, cost: $30, quantity:

12. The Spede-Heat is a pyrotechnic round designed specifically for outdoor use in crowd control situations with a high-volume continuous burn that expels its payload in approximately 20-40 seconds from a single source. The Spede-Heat family may be used to conceal tactical movement or to route a crowd.
b. Purpose
To limit the escalation of conflict where employment of lethal force is prohibited or undesirable. Situations for use of the less lethal weapon systems may include, but are not limited to:
i. Self-destructive, dangerous and/or combative individuals. ii. Riot/crowd control and civil unrest incidents.
iii. Circumstances where a tactical advantage can be obtained. iv. Potentially vicious animals.
v. Training exercises or approved demonstrations.
c. Authorized Use
d. Only officers who have received POST certification in the use chemical agents are authorized to use chemical agents
e. Training Sworn members utilizing chemical agent canisters are certified by POST less lethal and chemical agent instructors.
f. Lifespan
5 years from manufacturing date.
g. Fiscal Impact
No annual maintenance.
h. Legal and Procedural Rules
Use is established under Policy Section 404 and the SWAT Manual. It is the policy of the SBPD to utilize chemical agents only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force.

8. PepperBall Launcher: A device that discharges irritant projectiles. a. Description, quantity, capabilities, and purchase cost i. TIPPMANN LAUNCHER, cost: $700, quantity 2. A compressed-air powered launcher designed to fire non-lethal PepperBall projectiles. ii. PepperBall PROJECTILE, cost: $2 per projectile, quantity 500. The basic PepperBall projectile contains 2% PAVA pepper powder, and is designed for direct impact and area saturation, especially in confined, interior spaces. Discharged from a PepperBall Launcher, the projectile has a velocity of 280-350 FPS. The projectile has a direct impact of 60ft and an area of saturation of 150+ft. The projectile contains 0.5% PAVA Powder.
iii. PepperBall LIVE-X PROJECTILE, cost: $3 per projectile, quantity 500. The Live Projectile contains a concentrated amount of PAVA pepper powder. One round of LIVE-X contains the equivalent to 10 PepperBall rounds. Discharged from a PepperBall Launcher, the projectile has a velocity of 280-350 FPS. The projectile has a direct impact of 60ft and an area of saturation of 150+ft. The projectile contains 5% PAVA Powder.
b. Purpose
To limit the escalation of conflict where employment of lethal force is prohibited or undesirable. Situations for use of the less lethal weapon systems may include but, are not limited to:
i. Self-destructive, dangerous and/or combative individuals. ii. Riot/crowd control and civil unrest incidents.
iii. Circumstances where a tactical advantage can be obtained. iv. Potentially vicious animals.
v. Training exercises or approved demonstrations.
c. Authorized Use
Only those officers who have been trained in the use of PepperBall launchers are authorized to use the PepperBall launchers. d. Training
Sworn members utilizing PepperBall launchers and projectiles are trained in their use by POST certified less lethal and chemical agent instructors.
e. Lifespan
i. Tippmann Launcher - 20 years
ii. PepperBall Live Projectile- 3 years
iii. PepperBall Live-X Projectile- 3 years
f. Fiscal impact
No annual maintenance cost.
g. Legal and Procedural Rules
Use is established under Policy Section 303. It is the policy of the SBPD to utilize PepperBall only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force.

9. Breaching Shotgun: Firearm which is used to force entry into doors and other materials.
a. Description, quantity, capabilities, and purchase cost i. Remington 870 12-gauge shotgun, $1000, quantity: three. ii. Polyshok IRP 12-gauge breaching ammunition, quantity: 50, $5.

Polyshok IRP is specifically designed to expend its energy into a door or locking mechanism, defeating the door or lock without penetrating through whatever material it is fired into. iii. Safariland 3105 Breaching TKO 12-gauge rounds, quantity 25, $5.

Round IRP is specifically designed to expend its energy into a door or locking mechanism, defeating the door or lock without penetrating through whatever material it is fired into. b. Purpose
To allow tactical teams to quickly gain access to desired areas without unduly endangering anyone inside.
c. Authorized Use
Only SWAT officers trained in its use are authorized to utilize the breaching shotgun and Polyshok or TKO ammunition.
d. Training
Authorized users are trained by firearms range training officers. e. Lifespan
No expiration date given for shotguns or ammunition. Shotguns commonly remain in use for 20+ years.
f. Fiscal Impact
No annual maintenance cost.
g. Legal and Procedural Rules
The use of the breaching shotgun is authorized by the SBPD SWAT manual. It is the policy of the SBPD to utilize the breaching shotgun only for official law enforcement purposes, pursuant to State and Federal law.

B. MAINTENANCE OF MILITARY USE SUPPLY LEVELS
When stocks of military equipment have reached significantly low levels or have been exhausted, the Department may order up to 10% of stock in a calendar year without City Council approval to maintain essential availability for the Department’s needs.

SBPD is authorized to acquire additional stock of items listed here from other law enforcement agencies of CalOES in the event of an emergency when approved by the COP or designee.

Policy
707
Santa Barbara Police Department
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Governing Body Specific Equipment Approval
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Governing Body Specific Equipment Approval
707.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of California Government Code defined military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072).
707.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):

Governing body – The elected or appointed body that oversees the Department.

California Government Code defined Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices (LRADs).
• Kinetic energy weapons and munitions.
• Any other equipment as determined by a governing body or a state agency to require additional oversight.

ATTACHMENT 2
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707.2 POLICY
It is the policy of the Santa Barbara Police Department that members of this department comply with the provisions of Government Code § 7071 with respect to military equipment. 707.3 SPECIFIC EQUIPMENT COORDINATOR
The Chief of Police should designate a member of this department to act as the specific equipment coordinator. The responsibilities of the specific equipment coordinator include but are not limited to:
(a) Acting as liaison to the governing body for matters related to the requirements of this policy.
(b) Identifying department equipment that qualifies as, or defined as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body. (c) Conducting an inventory of all equipment defined as military per government code or requiring additional oversight by council direction, at least annually. (d) Collaborating with any allied agency that may use military equipment within the jurisdiction of Santa Barbara Police Department (Government Code § 7071). (e) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:

1. Publicizing the details of the meeting.

2. Preparing for public questions regarding the department's funding, acquisition, and use of equipment.
(f) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website (Government Code § 7072).
(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.
707.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the Department:
(a) Robot: A remotely controlled unmanned machine that operates on the ground, which is utilized to enhance the safety of the community and officers. (b) Armored Vehicles: Commercially produced wheeled armored personnel vehicle utilized for law enforcement purposes.
(c) Mobile Incident Command Vehicle (MIC): A vehicle used mobile office that provides shelter, access to Department computer and communication systems during extended events.

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(d) 40 MM Launchers and Rounds: 40MM Launchers are utilized by department personnel as a less lethal tool to launch impact rounds, and for delivery of chemical agents.
(e) Less Lethal Shotgun: Less Lethal Shotgun is used to deploy the less lethal 12-gauge Safariland 3027 Drag-Stabilized round.
(f) Distraction Devices: A device used to distract dangerous persons. (g) Rifles: Guns that are fired from shoulder level, having a long spirally grooved barrel intended to make bullets spin and thereby have greater accuracy over a long distance. (h) Chemical Agents and Smoke Canisters: Canisters that contain chemical agents that are released when deployed. The chemical agent "CS" is commonly referred to as tear gas. "OC" refers to oleoresin capsicum, commonly referred to as pepper spray. (i) PepperBall Launcher: A device that discharges irritant projectiles. (j) Breaching Shotgun: Firearm which is used to force entry into doors and other materials.
707.5 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the department website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):
(a) Requesting military equipment made available pursuant to 10 USC § 2576a. (b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department. (e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
(f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
(g) Acquiring military equipment through any means not provided above.

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707.6 COORDINATION WITH OTHER JURISDICTIONS
Military equipment used by any other jurisdiction that are providing mutual aid to this jurisdiction shall comply with their respective military equipment use policies in rendering mutual aid. 707.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or the authorized designee should submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).

The Chief of Police or the authorized designee should also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in department inventory.

See attachment: SBPD military equipment inventory 2022.pdf 707.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.

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SBPD military equipment inventory 2022.pdf -
6 SBPD military equipment inventory 2022.pdf
SBPD military equipment inventory 2022.pdf

SANTA BARBARA POLICE DEPARTMENT MILITARY USE EQUIPMENT
INVENTORY 2022

LMT launcher – 25 years.

Exact Impact Sponge round - 5 years.

Colt M-16, M4 and variant rifles - no expiration.

Winchester rifle ammunition - no expiration.

SBPD is authorized to acquire additional stock of items listed here from other law enforcement agencies of CalOES in the event of an emergency when approved by the COP or designee.
1 ORDINANCE NO. _____

AN ORDINANCE OF THE COUNCIL OF THE CITY OF SANTA

BARBARA ADOPTING A MILITARY EQUIPMENT USE POLICY

FOR THE SANTA BARBARA POLICE DEPARTMENT

THE CITY COUNCIL OF THE CITY OF SANTA BARBARA DOES ORDAIN AS FOLLOWS:

SECTION 1. Findings.

A. On September 30, 2021, Governor Gavin Newsom signed into law Assembly Bill 481, relating to the use of military equipment by law enforcement agencies.

B. Assembly Bill 481, codified at California Government Code sections 7070 through 7075, requires law enforcement agencies to obtain approval of the applicable governing body, by an ordinance adopting a “military equipment” use policy, at a regular meeting held pursuant to open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment. The term “military equipment” is defined in California Government Code section 7070.

C. Assembly Bill 481 allows the governing body of a city to approve the funding, acquisition, or use of military equipment within its jurisdiction only if it makes specified determinations.

D. The proposed military equipment use policy is found within Santa Barbara Police Department Policy manual section 707.

E. The Santa Barbara Police Department Policy manual section 707 and the Santa Barbara Police Department Military Equipment inventory list meets the requirements of California Government Code section 7070, subdivision (d).

SECTION 2. Determinations
Based on the findings above the City Council determines as follows:

1. The military equipment identified in the Santa Barbara Police Department Military Equipment Inventory list is necessary, because there are no reasonable alternatives that can achieve the same objectives of officer and civilian safety. 2 2. Santa Barbara Police Department Policy manual section 707 is approved and adopted.
.

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: April 12, 2022
TO: Mayor and Councilmembers
FROM: Public Works Downtown Team Division, Public Works Department SUBJECT: Adoption Of A Resolution Authorizing The Allocation Of The City’s Share Of Transportation Development Act Funds For Bicycle And Pedestrian Projects
RECOMMENDATION:

That Council adopt, by reading of title only, a Resolution of the Council of the City of Santa Barbara Authorizing the Filing of a Claim with the Santa Barbara County Association of Governments for Allocation of $98,892 in Transportation Development Act Funds for Fiscal Year 2023.

DISCUSSION:

The Transportation Development Act (TDA), enacted by California Legislature in 1971, provides funding to be allocated to transit and non-transit-related purposes that comply with regional transportation plans. The TDA funds a wide variety of transportation programs, including planning and program activities, pedestrian and bicycle facilities, community transit services, public transportation, and bus and rail projects.

The funds available to the City of Santa Barbara (City) are based on a formula previously agreed to by the County of Santa Barbara, the cities within the County, and the Santa Barbara County Association of Governments (SBCAG). Each year, the City is required to adopt a resolution authorizing the Public Works Director to file a claim for the City’s share of area-wide TDA Funds. The claim that will be submitted to the SBCAG for Fiscal Year 2023 includes $98,892 for bicycle facilities. Staff will be using these funds towards bicycle improvements, and/or matching monies for Measure A Program and Active Transportation Program grant awarded projects.

BUDGET/FINANCIAL INFORMATION:

By submitting a claim for allocation of TDA funds, the Public Works Department will increase revenue and expenditure appropriations of $98,892 in the Fiscal Year 2023 Transportation Development Act Fund budget for bicycle and pedestrian projects. The TDA allocation will be included in the Fiscal Year 2023 Recommended Budget.

Agenda Item No. 7
File Code No. 530.04
Council Agenda Report
Adoption Of A Resolution Authorizing The Allocation Of The City’s Share Of Transportation Development Act Funds For Bicycle And Pedestrian Projects April 12, 2022

Page 2 ends

PREPARED BY: Jessica W. Grant, Interim Public Works Downtown Manager/em SUBMITTED BY: Clifford M. Maurer, P.E., Public Works Director APPROVED BY: City Administrator’s Office
RESOLUTION NO.

A RESOLUTION OF THE COUNCIL OF THE CITY OF

SANTA BARBARA AUTHORIZING THE FILING OF A CLAIM

WITH THE SANTA BARBARA COUNTY ASSOCIATION OF
GOVERNMENTS FOR ALLOCATION OF $98,892 IN

TRANSPORTATION DEVELOPMENT ACT FUNDS FOR
FISCAL YEAR 2023
WHEREAS, the Transportation Development Act (TDA), as amended (Public Utilities Code Section 99200 et. seq.), provides for the allocation of funds from the Local Transportation Fund for use by eligible claimants for various transportation purposes; and WHEREAS, pursuant to the provisions of the TDA, as amended, and pursuant to the applicable rules and regulations thereunder (21 Cal Code of Regs. Sections 6600 et. seq.), a prospective claimant wishing to receive an allocation from the Local Transportation Fund shall file its claim with the Santa Barbara County Association of Governments (SBCAG).

NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF SANTA BARBARA AS FOLLOWS:

SECTION 1. The City’s Public Works Director is authorized to execute and file an appropriate claim pursuant to the terms of the TDA, as amended, and pursuant to the applicable rules and regulations promulgated thereunder, together with all the necessary supporting documents, with SBCAG, for an allocation of TDA funds in Fiscal Year 2023.

SECTION 2. The authorized claim includes $98,892 for bicycle facilities.

SECTION 3. A copy of this Resolution shall be transmitted to SBCAG in conjunction with the filing of the Claim.

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: April 12, 2022
TO: Mayor and Councilmembers
FROM: Streets Operations and Infrastructure Management Division, Public Works Department
SUBJECT: Adoption Of Resolution Regarding Appropriations For Best Interest Waiver With Venco Power Sweeping Inc. For Commercial Street Sweeping
RECOMMENDATION: That Council:

A. Find it in the City’s best interest to waive the formal bid process as authorized by Municipal Code Section 4.52.070(L) – Best Interest Waiver, and authorize the General Services Manager to issue a purchase order to Venco Power Sweeping Inc., as the City’s commercial street sweeping vendor for the duration of the bid contract term; and
B. Adopt, by reading of title only, a Resolution of the Council of the City of Santa Barbara Amending Resolution No. 21-045, Adopting the Budget for Fiscal Year 2022, to Provide Additional Appropriations for Commercial Street Sweeping.

DISCUSSION:

The Public Works Department is responsible for commercial and residential area street sweeping, which is an important part of stormwater pollution prevention. There are approximately 150 commercial curb miles swept on a weekly basis, which is performed through contracted services. In August 2020, Pacific Sweep was awarded the commercial street sweeping contract as the lowest bidder. As of February 28, 2022, Pacific Sweep cancelled their contract due to financial hardship. ASAP Construction was the second lowest responsible bidder but could not meet contracted responsibilities with the City due to the impacts of COVID-19. Venco Power Sweeping Inc., (Venco) was the third-lowest bidder from the original bid. The City currently holds a contract with Venco for residential street sweeping and they meet the qualifications to perform the work. Venco has performed well with the residential sweeping, and we anticipate good results having them perform the commercial sweeping routes as well.

BUDGET/FINANCIAL INFORMATION:

Agenda Item No. 8
File Code No. 530.04
Council Agenda Report
Adoption Of Resolution Regarding Appropriations For Best Interest Waiver With Venco Power Sweeping Inc. For Commercial Street Sweeping
April 12, 2022

Page 2 ends

The Streets Operations and Infrastructure Division requests an additional one-time appropriation of $10,000 from the Streets Operating Fund reserves to fund the additional commercial street sweeping contract costs with Venco Power Sweeping, Inc. Inadequate expenditure appropriations exist in the Fiscal Year 2022 Streets Sweeping Fund Budget.

Adequate and available reserve funds exist in the Streets Operating Fund in order to approve the recommendation in this report.

With the recommended appropriation there will be sufficient appropriated funds in the Street Sweeping Fund to fund commercial street sweeping this fiscal year. The Streets Operating Fund does not have a formal Council policy reserve, however, the proposed appropriation is projected to not reduce the Fund reserves below internal reserve policy targets.

PREPARED BY: Jim Dewey, Streets Operations and Infrastructure Manager/rb SUBMITTED BY: Clifford M. Maurer, P.E., Public Works Director APPROVED BY: City Administrator’s Office
RESOLUTION NO.

A RESOLUTION OF THE COUNCIL OF THE CITY OF
SANTA BARBARA AMENDING RESOLUTION NO. 21-045,
ADOPTING THE BUDGET FOR FISCAL YEAR 2022, TO

PROVIDE ADDITIONAL APPROPRIATIONS FOR

COMMERCIAL STREET SWEEPING
WHEREAS, in accordance with the City Charter, the City Administrator filed with the Council a proposed budget for the fiscal year beginning July 1, 2021; WHEREAS, the City Council is required to adopt a budget before the beginning of the fiscal year on July 1, 2021;
WHEREAS, the City Charter provides that at any public meeting after the adoption of the budget, the City Council may amend or supplement the budget by motion adopted by the affirmative votes of at least a majority of the total members of the City Council; and WHEREAS, this Resolution adopted by City Council shall memorialize that action to amend the budget as provided herein.

NOW, THEREFORE, be it resolved by the Council of the City of Santa Barbara that in accordance with the provisions of Section 1205 of the City Charter, the budget for the fiscal year 2022, as adopted by Resolution No. 21-045, is hereby amended as follows:

1. The Council authorizes the transfer of available reserve funds in the Streets Operating Fund in the amount of $10,000 to increase expenditure and revenue appropriations in the Fiscal Year 2022 Street Sweeping Fund Budget in the amount of $10,000 in order to fund the Venco Power Sweeping, Inc. contract for commercial street sweeping for the remainder of fiscal year 2022.

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: April 12, 2022
TO: Mayor and Councilmembers
FROM: Brian D’Amour, Interim Airport Director
SUBJECT: Professional Services Agreements With Hiltachk Marketing Group For Marketing Of Commercial Air Services At Santa Barbara Airport RECOMMENDATION: That Council:

A. Authorize the Airport Interim Director to amend Professional Services Agreement 25,939 with Hiltachk Marketing Group to increase the contract amount by $50,000 for a not to exceed amount of $420,000;
B. Authorize the Airport Interim Director to enter into an one year Professional Services Agreement with Hiltachk Marketing Group in for an amount not to exceed $150,000 commencing on July 1, 2022; and
C. Approve an increase in FY 2022 appropriations in the Airport Operating Fund in the amount of $200,000, funded from reserves, for the services of Hiltachk Marketing Group.

DISCUSSION:

Hiltachk Marketing Group, based in Sacramento, was selected as part of a competitive Request for Proposals process in 2017. The firm’s services augment the modest in-house staffing resources available for air service marketing in Santa Barbara, and to support the Airport’s partnerships with Visit Santa Barbara and the Santa Barbara South Coast Chamber of Commerce. Hiltachk also assists the Airport with the development of its annual marketing and advertising strategic plans. The overall objective is to increase the number of passengers who choose Santa Barbara Airport. Achieving this objective helps with retaining and increasing robust air service, which in turn fosters a competitive environment and economical airfares as compared to other alternative airports.

On July 25, 2017, Council approved a two-year with one two-year option professional services contract with Hiltachk Marketing Group to provide marketing and public outreach support for the Airport’s air service development efforts for an amount not to exceed Agenda Item No. 9
File Code No. 330.04
Council Agenda Report
Professional Services Agreements With Hiltachk Marketing Group For Marketing Of Commercial Air Services At Santa Barbara Airport

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$120,000 for the initial two-year term. On September 24, 2019, Council amended the agreement to increase the not to exceed amount by $250,000. On June 29, 2021, Council approved an amendment to extend the agreement for an additional year and increase funding in an amount not to exceed $100,000 for a total contract amount of $370,000.

This agreement will expire on June 30, 2022.

Hiltachk Marketing Group has played an integral role since 2016 in the effort to secure service by Southwest Airlines. Hiltachk produced some of the first marketing materials and templates for presentations given by Airport staff in meetings with the airline. In conjunction with the start of service in April 2022, the Airport made a commitment, as part of its Air Service Incentive Program, to fund and manage a marketing and advertising program on behalf of Southwest to promote its successful introduction into the market. It is in the Airport’s best interest to maintain the continuity of Hiltachk’s services over the course of this commitment in 2022-23. As such, staff recommends that Council authorize the Interim Airport Director to amend Professional Services Agreement 25,939 to increase the existing agreement that will expire on June 30, 2022 by $50,000, and to enter into a new one year professional service agreement beginning on July 1, 2022 in the amount not to exceed $150,000.

BUDGET/FINANCIAL INFORMATION:

With approval of this appropriation request, adequate expenditure appropriation will be available in the Airport’s FY2022 operating budget.

A copy of the contract is available for public review in the City Clerk’s Office.

PREPARED BY: Jonathan Abad, Business Manager
SUBMITTED BY: Brian D’Amour, Interim Airport Director
APPROVED BY: City Administrator's Office

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: April 12, 2022
TO: Mayor and Councilmembers
FROM: Environmental Services Division, Sustainability and Resilience Department
SUBJECT: Approval Of Agreement With R3 Consulting Group, Inc. To Conduct A Competitive Procurement Process For Franchise Solid Waste Collection Services
RECOMMENDATION:

That Council authorize the Sustainability and Resilience Director to execute a Professional Services Agreement with R3 Consulting Group, Inc. for consulting services in the amount of $149,550 and approve expenditures of up to $14,955 for extra services that may result from necessary changes in the scope of work.

DISCUSSION:

The City’s current franchise agreement with Marborg Industries for the collection of recyclables, organics and solid waste will terminate on June 7, 2023. On October 12, 2021 staff provided an update on the solid waste system to Council, which outlined the steps to prepare for the contract expiration. A key component of the contract update is obtaining specialized consultant services to provide technical knowledge and experience in solid waste contract negotiation and procurement specific to municipal jurisdictions.

Consultant services are essential in managing the procurement process, ensuring a costeffective, high-diversion modern franchise services agreement that is performance based, transparent and in alignment with industry standards.

Due to the long-term nature of the franchised hauler contract, it has been over 12 years since a comprehensive update has occurred. During this time needs in the community have changed, new legislation related to waste managemnet has been introduced, and industry standards have changed. Staff reviewed these areas closely and created an indepth and specific scope of work to be conducted on an expedited timeline in accordance with the upcoming contract expiration. Proposals were requested from consulting firms that specialize in developing and negotiating solid waste franhcise agreements for jurisdictions. As a result of the process, one proposal was received from R3 Consulting Group, Inc (R3). The proposal was comprehensive in addressing each item in the detailed scope of work within the required timeline. The fee proposal from R3 is $149,550 Agenda Item No. 10
File Code No. 630.01
Council Agenda Report
Approval Of Agreement With R3 Consultanting Group, Inc. To Conduct A Competitive Procurement Process For Franchise Solid Waste Collection Services April 12, 2022

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is in alignment with standard industry rates based on the complexity of the contract, staff expertise, and expedited schedule for completion of the work.

R3 has specialized in providing a diverse range of solid waste management consulting services to public agencies for over two decades. In the last five years, R3 has supported jurisdictions throughout California in 22 successful competitive procurements. R3 is also at the forefront of current waste management legislation, including Senate Bill (SB) 1383 (California’s Short-Lived Climate Pollutant Reduction Strategy), which is the most significant piece of legislation impacting materials management in recent history. R3’s work in compliance planning and implementation of SB 1383 and their participation in the SB 1383 rule-making process will provide the City with the expertise needed to navigate these new legislative requirements within the new franchise agreement.

BUDGET/FINANCIAL INFORMATION:

There are sufficient expenditure appropriations in the Adopted Solid Waste Fund Budget in Fiscal Year 2022 to fund the maximum cost of $164,505 under the proposed agreement with R3.

SUSTAINABILITY IMPACT:

Consulting services to conduct a competitive procurement process for municipal franchised collection services will provide for a high-diversion modern franchise services agreement that ensures the City’s material diversion goals are met.

A copy of the contract may be requested from the Sustainability and Resilience Department for public review; please contact [email protected] to request a copy.

PREPARED BY: Lorraine Cruz Carpenter, Acting Environmental Services Manager SUBMITTED BY: Alelia Parenteau, Acting Sustainability and Resilience Director APPROVED BY: City Administrator’s Office

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: April 12, 2022
TO: Mayor and Councilmembers
FROM: City Administrator’s Office
SUBJECT: First Amendment To Agreement With The National Association Of Civilian Oversight Of Law Enforcement (NACOLE)
RECOMMENDATION: That Council:

A. Approve and authorize the City Administrator to execute an amendment to the agreement (Professional Services Agreement #22100254) with NACOLE increasing the contract amount by $20,000, for a total not to exceed $55,000.

B. Appropriate $20,000 of General Fund Reserves.

DISCUSSION:

On June 8, 2021, the City of Santa Barbara entered into an agreement with the National Association for Civilian Oversight of Law Enforcement. As the only professional organization in the field of civilian oversight of law enforcement, NACOLE plays an essential role in identifying effective practices and guiding principles in the complex arena of civilian oversight of law enforcement. Over the last ten months, NACOLE has assisted the Community Formation Commission (CFC) in developing a recommendation of a civilian review system for the City of Santa Barbara Police Department.

NACOLE has assisted with the technical aspect and considerations related to the creation of a civilian oversight mechanism. This included but was not limited to virtual attendance at commission meetings every second and fourth Wednesday of the month, assistance with obtaining relevant examples of different types of oversight models throughout the United States, revision of documents, and training as needed on specific topics applicable to the work of the Commission. The original agreement included compensation for services not to exceed $35,000 unless an amendment to the contract is approved by the City. NACOLE has reached the max for compensation of consultation to the Community Formation Commission.

An increase in the contract with NACOLE in the amount of $20,000 is necessary to cover the remaining weeks of NACOLE’s anticipated services as the CFC’s facilitator during focus group meetings and the Special meeting that will provide the Santa Barbara City Council with final recommendations that guide the creation of a civilian oversight system for the Santa Barbara Police Department.

Agenda Item No. 11
File Code No. 520.01
Council Agenda Report
First Amendment To Agreement With The National Association Of Civilian Oversight Of Law Enforcement (NACOLE)
April 12, 2022

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BUDGET/FINANCIAL INFORMATION:

The Fiscal Year 2022 budget did not include funding for the services described above.

The increase of $20,000 to the contract will lead to a total contract amount of $55,000, requiring Council approval. There are not sufficient funds in the City Administrator’s Office Fiscal Year 2022 budget to cover this cost, so an additional appropriation from General Fund reserves is necessary. The most current General Fund FY2022 projection shows a surplus resulting in the replenishment of contingency reserves by the end of the fiscal year; however, the preliminary FY2023 General Fund budget projection shows the required use of reserves and implementing other budget balancing measures in order to balance the General Fund budget.

PREPARED BY: Sam Ramirez, Administrative Analyst III
SUBMITTED BY: John Doimas, Assistant City Attorney
APPROVED BY: City Administrator's Office

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: April 12, 2022
TO: Mayor and Councilmembers
FROM: Engineering Division, Public Works Department
SUBJECT: Amendment To Increase The Contract Design Services For The El Estero Water Resource Center Chlorine Contact Chamber
Rehabilitation Project
RECOMMENDATION:

That Council authorize the Public Works Director to execute Amendment No. 1 to City Professional Services Agreement No. 26,887 with Stantec Consulting Services, Inc., for design services for the El Estero Water Resource Center Chlorine Contact Chamber Rehabilitation Project, in the amount of $34,350, for a total contract expenditure authority of $214,173.

DISCUSSION:

Background
On March 2, 2021, Council approved Contract No. 26,887 with Stantec Consulting Services, Inc. (Stantec), to provide design services for the El Estero Water Resource Center Chlorine Contact Chamber Rehabilitation Project (Project). Stantec was selected through a competitive Request for Proposal (RFP) process in which a total of three firms responded. The Project will eliminate a single point of failure in the treatment process at the El Estero Water Resource Center (El Estero) and is necessary for providing uninterrupted wastewater treatment and permit compliance. Servicing of the Chlorine Contact Chamber (CCC) currently requires a full process shutdown, and this Project will install system components to allow for bypass of the CCC, which increases operational flexibility and system resilience. Rehabilitation of the existing CCC was identified as a high priority capital improvement project in the 2018 El Estero Master Plan.

Current Status
Following authorization to proceed in March 2021, Stantec completed an alternatives analysis that evaluated various options for rehabilitating the existing CCC. At the time of the initial design RFP, a number of design elements remained unknown regarding operational constraints, potential disinfection options, and the extent of repairs needed.

Preliminary assumptions were made to estimate Stantec’s anticipated level of effort to Agenda Item No. 12
File Code No. 540.13
Council Agenda Report
Amendment To Increase The Contract Design Services For The El Estero Water Resource Center Chlorine Contact Chamber Rehabilitation Project April 12, 2022

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complete the Project’s design, with the understanding that changes may be needed once the final design scope was developed. These design elements were defined during the alternatives analysis through field investigations and hydraulic modeling.

Based on Stantec’s analysis, City staff has selected the preferred design alternative to move forward into final design. The recommended contract amendment reflects the increase in Stantec’s scope and services for additional mechanical and integration elements that are needed to support the selected design alternative through design completion.

BUDGET/FINANCIAL INFORMATION:

Funding
The following summarizes the expenditures recommended in this report:

DESIGN SERVICES CONTRACT FUNDING SUMMARY
Base
Contract
Extra Services
Allowance
Total
Initial Contract Amount $163,476 $16,347 $179,823
Proposed Increase $34,350 $0 $34,350
Total $197,826 $16,347 $214,173
With approval of the recommended amendment, the total design services contract expenditure authority will be increased to $214,173.

There are sufficient expenditure appropriations in the Wastewater Capital Fund Budget in Fiscal Year 2022 to cover all remaining design costs, including the recommended contract amendment with Stantec. Additional funds will be allocated to cover the costs of construction in future budget cycles.

ENVIRONMENTAL REVIEW:

Amending the current contract does not require California Environmental Quality Act (CEQA) review. The Project is subject to review under both CEQA and the City’s Local Coastal Program and Coastal Land Use Plan. Applications will be developed based on the selected design alternative and environmental determinations will be made during preliminary design.

WATER COMMISSION RECOMMENDATION:

The Water Commission reviewed this item at its meeting on March 17, 2022, and recommended this item on to Council in a vote of 5-0 in favor of the recommendation.

Council Agenda Report
Amendment To Increase The Contract Design Services For The El Estero Water Resource Center Chlorine Contact Chamber Rehabilitation Project April 12, 2022

Page 3 ends

PREPARED BY: Philip Maldonado, P.E., Interim Principal Engineer/CSW/lm SUBMITTED BY: Clifford M. Maurer, P.E., Public Works Director APPROVED BY: City Administrator’s Office

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: April 12, 2022
TO: Mayor and Councilmembers
FROM: Housing and Human Services Division, Community Development Department
SUBJECT: Reallocation Of Returned Community Development Block Grant Funding To Other Eligible Projects
RECOMMENDATION: That Council:

A. Approve reallocation of $71,167 in Community Development Block Grant (CDBG) funds from Program Year 2021;
B. Authorize the Community Development Director to execute an Amendment to Agreement No. 26,973 with the Parks and Recreation Department increasing the CDBG grant by $21,167; and
C. Authorize the Community Development Director to execute an Amendment to Agreement No. 26,712 with Transition House increasing the CDBG grant by $50,000.

DISCUSSION:

The City receives annual Community Development Block Grant (CDBG) program funds from the U.S. Department of Housing and Urban Development (HUD) that may be used for a variety of activities to provide decent housing, a suitable living environment, or expanded economic opportunities to low- and moderate-income persons.

The Jewish Federation was awarded $71,167.75 in CDBG capital grant funds for program year 2021 but declined the award prior to beginning construction on their capital project.

Staff has identified two CDBG-eligible projects described below that are able to expend the additional funding quickly in accordance with HUD’s timeliness requirements, provided that the proposed funding reallocations are approved by City Council. Both projects were previously only partially funded with CDBG capital funds. Increasing CDBG assistance to both projects will reduce gap funding and cover additional unforeseen construction costs caused by rapid inflation in the construction industry.

Agenda Item No. 13
File Code No. 610.05
Council Agenda Report
Reallocation Of Returned Community Development Block Grant Funding To Other Eligible Projects
April 12, 2022

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Proposed Eligible Projects
Transition House Homeless Shelter – 434 East Ortega Street ($50,000) Transition House’s shelter facility has nine private bathrooms that were constructed in 2006 during a massive renovation of the building. Due to the expense at the time of renovation, an industrial surfacing product was installed in place of ceramic tile. In the ensuing years, the surfacing material has severely deteriorated, and the sink countertops and drains are also beginning to fail. The project will cover the cost of replacing wall surfacing and floors with ceramic tile, replacing counters with Corian, and installing new plumbing fixtures in five of the shelter’s nine bathrooms.

Eastside Park – Soledad and Yanonali Streets ($21,167)
The Eastside Neighborhood Park Renovation Project will provide a new playground, picnic area, flexible grass field, community garden improvements, accessibility upgrades for disabled residents, and additional recreational space in an underutilized and underfunded neighborhood park on Santa Barbara's Eastside. Planned improvements are designed to address neighborhood concerns relating to alcohol, drugs, gambling in the park, cleanliness, and security.

Community Development and Human Services Committee Approval The Community Development and Human Services Committee, which originally recommended the above grants to Council, voted at its January 25, 2022 meeting to approve the reallocation of funding and the increased grant amounts.

BUDGET/FINANCIAL INFORMATION:

There is no budgetary impact associated with the recommendations. The request is to amend contracts and redistribute the allocation of CDBG funding for these capital projects. There is a $0 net change associated with the proposed amendments.

Copies of the grant amendments are available for public review by contacting Community Development Programs Specialist Lindsey Drewes at [email protected].

PREPARED BY: Laura Dubbels, Housing and Human Services Manager SUBMITTED BY: Elias Isaacson, Community Development Director APPROVED BY: City Administrator’s Office

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: April 12, 2022
TO: Mayor and Councilmembers
FROM: Planning Division, Community Development Department SUBJECT: Designation Of Proposed Development At 540 W. Pueblo Street (Cancer Center Of Santa Barbara) As A Community Benefit Project RECOMMENDATION:

That Council designate the proposed project at 540 W. Pueblo Street as a Community Benefit Project pursuant to Santa Barbara Municipal Code Chapter 30.170 and allocate 1,614 square feet (net) of nonresidential floor area to the project from the Nonresidential Growth Management Program’s Community Benefit Category.

DISCUSSION:

Adopted in 2013, the City’s Nonresidential Growth Management Program limits certain new nonresidential growth to a total of 1.35 million net new square feet until December 31, 2033. This floor area limitation is divided among three development categories:

Community Benefit Projects, Small Additions, and Vacant Property. The initial allocations by City Council were: 600,000 square feet for Community Benefit Projects; 400,000 square feet for Small Additions; and 350,000 square feet for Vacant Property.

Community Benefit Projects include three subcategories: Community Priority Projects, Economic Development Projects, and New Vehicle Sales Projects. The applicant requests designation of this proposed project as a Community Priority Project, which is defined in Santa Barbara Municipal Code (SBMC) Section 30.170.020 as a project that has a broad public benefit, not principally operated for private profit, and necessary to meet a present or projected need directly related to public health, safety, or general welfare (e.g., museums, childcare facilities, health clinics). The proposed project is an expansion of an existing health facility and would therefore qualify as a Community Priority Project.

New nonresidential projects must be allocated floor area from one or more of the three categories, and must also be consistent with the City’s Traffic Management Strategy as implemented by SBMC Section 30.170.030.

Agenda Item No. 14
File Code No. 610.01
Council Agenda Report
Designation Of Proposed Development At 540 W. Pueblo Street (Cancer Center Of Santa Barbara) As A Community Benefit Project
April 12, 2022

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In 2010, City Council designated the Cancer Center of Santa Barbara as a Community Priority/Community Benefit Project (under the previous Nonresidential Growth Management Program in SBMC Chapter 28.85) and approved an allocation of 5,845 square feet to the project. The applicant is now requesting an allocation of 1,614 square feet from the Community Benefit Category to accommodate a proposed addition to the building. See attached applicant letter (Dudek, January 14, 2022).

Proposed Project
On June 10, 2010, the Planning Commission approved a new comprehensive outpatient cancer treatment facility and rental housing for the Cancer Center of Santa Barbara. The project site consisted of ten lots located between Junipero and Pueblo Streets, which were merged into one 3.38-acre lot. The existing main medical building was replaced with a new 53,407-square-foot, three-story medical facility, which began operation in September of 2017.

The cancer treatment facility currently includes two linear accelerators (devices used to deliver high-energy X-rays or electrons as radiation treatment for cancer patients). It has recently been determined that an additional linear accelerator could expand existing treatment capacity by 50 percent; however, there is not enough room in the existing facility to accommodate it. Linear accelerator treatment can only be administered in a specially constructed vault with lead and concrete walls that provide the required shielding.

Additional administrative office space would also be needed to support the expansion of the treatment capacity. The amount of space needed is 2,107 square feet. As discussed in the applicant letter, some square footage credits can be applied to the project, resulting in the need for an allocation of only 1,614 square feet.

Community Benefit Project Designation
The 1,614 square feet of requested Community Benefit Project floor area for 540 W.

Pueblo Street represents 0.26 percent of the original 600,000 square feet allocated to Community Benefit Projects in the Nonresidential Growth Management Program until 2033. To date, City Council has allocated a total of 191,219 square feet from the Community Benefit Category to 12 projects, as identified in the table below. Additionally, 102,712 square feet of expired Small Addition floor area has been reallocated to the Community Benefit category by the Planning Commission since 2013 when the allocations were initially established. A total of 501,318 square feet, or 83.5 percent, of the floor area remains available for Community Benefit Projects through 2033.

Allocations Entity Amount (sf)
Originally Allocated 600,000
1130 State Street Santa Barbara Museum of Art (8,990)
400 Hitchcock Way Tesla (9,700)
6100 Hollister Avenue Direct Relief (110,000)
Council Agenda Report
Designation Of Proposed Development At 540 W. Pueblo Street (Cancer Center Of Santa Barbara) As A Community Benefit Project
April 12, 2022

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350 Hitchcock Way Maserati (34,389)
402 S. Hope Avenue Mercedes-Benz (242)
35 Anacapa Street Museum of Contemporary Art (3,007)
115 W. Anapamu Street Sanctuary Center Care Clinic (3,600) 115 W. Anapamu Street Sanctuary Center Care Clinic (7,928) 2407 Bath Street Cottage Hospital medical office (10,011) 621 W. Micheltorena Street Westside Medical/Dental Clinic (3,352) 402 S. Hope Avenue Automobile Dealership (6,061)
3237 State Street American Indian Health & Services (2,500) Subtotal after allocated cases 400,220
Expired/ Reallocated Small
Addition 102,712
Total Community Benefit
area available 502,932
540 W. Pueblo Street (1,614)
Total that will remain 501,318
BUDGET/ FINANCIAL INFORMATION:

The requested designation would have no budgetary or financial impact.

ENVIRONMENTAL REVIEW:

The designation of a project as a Community Benefit Project and reservation of floor area enables the City to accept the development application for processing, but does not commit City Council, the Planning Commission, or the Architectural Board of Review to a definite course of action (CEQA Guidelines §15352(a)); therefore, the Community Benefit designation and allocation of floor area are not subject to environmental review pursuant to the California Environmental Quality Act. If the requested Community Benefit floor area is allocated for the project, an application may be submitted and reviewed through the City’s standard process. Environmental review would be completed as part of the development application review.

CONCLUSION:

The existing facility was designated as a Community Benefit/Community Priority Project.

The current proposal is an expansion of the existing facility; therefore, the Cancer Center of Santa Barbara would again qualify as a Community Benefit/Community Priority Project and can be allocated 1,614 square feet from the Community Benefit category.

In addition, the proposed project is consistent with the City’s Traffic Management Strategy as implemented by SBMC Section 30.170.030 because it is located in the Downtown Development Area, which allows allocations from the Community Benefit category by the City Council.

Council Agenda Report
Designation Of Proposed Development At 540 W. Pueblo Street (Cancer Center Of Santa Barbara) As A Community Benefit Project
April 12, 2022

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ATTACHMENT: Applicant Letter (Dudek, Dated January 14, 2022) PREPARED BY: Kathleen Kennedy, Project Planner
SUBMITTED BY: Elias Isaacson, Community Development Director APPROVED BY: City Administrator’s Office
621 CHAPALA STREET
SANTA BARBARA, CA 93101
805.963.0651
DUDEK.COM
January 14, 2022
City of Santa Barbara
Community Development
Attn: Ms. Kathleen Kennedy
630 Garden Street
Santa Barbara, CA 93101
Subject: Request for Community Benefit Project Designation Under SBMC Section 30.170.010 Cancer Center of Santa Barbara – Addition of Linear Accelerator Vault and Associated Office Space Dear Ms. Kennedy:

The purpose of this submittal is to request the City Council to designate a building addition to accommodate an additional linear accelerator vault and associated offices at the Cancer Center of Santa Barbara as a Community Benefit Project under Santa Barbara Municipal Code (SBMC) Section 30.170.010.

Justification
With the benefit of several years of operating experience for the facility, the Cancer Center has identified linear accelerator treatment capacity as the most critical limitation in the ability to serve the cancer treatment needs of the community. Other types of treatment therapies offered at CCSB are more flexible in terms of the design and construction of rooms or spaces for the treatment; the linear accelerator treatment can only be provided in a specially constructed vault. Converting conventional medical clinic space in the existing main facility structure to vault construction is not considered technically feasible due to the extensive foundation and structural modifications that would be involved, and therefore an addition to the building footprint is proposed to accommodate a new vault and administrative office space to support the expansion of the treatment capacity.

Community Benefit Project Designation Request
According to SBMC Section 30.170.020, a project may be designated a Community Benefit Project by the City Council under several different sub-categories, including Community Priority Project, as defined below.

1. Community Priority Project. A Community Priority Project is a project that has a broad public benefit, is not principally operated for private profit, and is necessary to meet a present or projected need directly related to public health, safety or general welfare (e.g., museums, childcare facilities, health clinics).

The proposed treatment vault addition would represent expansion of a health clinic, a land use which is specifically referenced in the Community Priority Project definition. The existing Cancer Center of Santa Barbara facility was designated as a Community Priority Project; thus, expansion would also meet the same definition.

ATTACHMENT
Cancer Center of Santa Barbara
Request for Substantial Conformity Determination and Community Benefit Project Designation January 14, 2022

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DUDEK.COM
Functionally, the provision of an additional linear accelerator at the Cancer Center would expand existing treatment capacity based on this technology by 50%, thereby accommodating a far greater number of patients that require this treatment and avoiding their need to potentially travel outside the area for medical care. Another treatment vault would also avoid the inconvenience and various costs, to patients and providers, of having to expand treatment hours well beyond business hours in an attempt to satisfy local demands using only existing treatment facilities. Increasing the availability of this treatment capacity within Santa Barbara would result in an undeniable benefit to community members, and we therefore request an allocation under the Community Benefit Project (Community Priority Project) classification of SBMC Section 30.170.010 for the space to accommodate the linear accelerator vault and associated office space.

Recent changes to the method used for SBMC Section 30.170.020 space allocation allows for “infrastructure” (or mechanical) space to be excluded from the allocation. Based upon this new method, Table 1 illustrates the previously approved commercial space for the main facility and learning center structures, the portion of these structures devoted to infrastructure (which could be credited toward the proposed addition), and the resulting net commercial space request for the linear accelerator and office space addition.

Table 1 – SBMC Section 30.170.020 Allocation Request Breakdown Existing Development Approved Total
(square feet)
Infrastructure Space
(square feet)
Main Facility Structure 53,407 425
Learning Center 2,388 68
Total Measure E Credit for
Existing Infrastructure Space
493
Proposed Addition Square Feet
New Building Space 2,107
Credits for Existing
Infrastructure
(493)
Net Commercial Space
Measure E Community Benefit
Project Allocation Requested
1,614
Based on the information in Table 1, please accept this request for the building addition to be designated a Community Benefit Project and to be granted an allocation of 1,614 square feet under the Community Benefit Project category.

Cancer Center of Santa Barbara
Request for Substantial Conformity Determination and Community Benefit Project Designation January 14, 2022

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DUDEK.COM
Concluding Remarks
We strongly believe the proposed addition of a third linear accelerator and associated office space to the Cancer Center, as proposed, would deliver substantial benefits to the community in the form of increased local treatment capacity. The additional space would represent expansion of a medical clinic, which meets the definition of a Community Priority Project under SBMC Section 30.170.020. We therefore are confident the City Council can find the request for Community Benefit Project designation is warranted. If you have any questions, require additional information, or wish to discuss this request with the applicant, please do not hesitate to contact me.

DUDEK
JONATHAN V. LEECH, AICP
Senior Project Manager
cc: Brian Cearnal, The Cearnal Collective
Lisa Liles, The Cearnal Collective
Dick Drew, Sansum Clinic
Lori Willis, Cancer Foundation of Santa Barbara

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: April 12, 2022
TO: Mayor and Councilmembers
FROM: City Clerk’s Office
SUBJECT: Recruitment For City Advisory Groups
RECOMMENDATION: That Council:

A. Authorize and direct the City Clerk’s Office to accept applications through Monday, May 9, 2022, at 5:00 p.m. to fill scheduled vacancies on various City Advisory Groups and the unscheduled vacancies resulting from resignations received in the City Clerk’s Office through Thursday, April 21, 2022; B. Direct scheduling of City Council interviews of applicants for vacancies on various City Advisory Groups on Tuesday, May 24, 2022, at 4:00 p.m. (Estimated Time), Tuesday, June 7, 2022, at 4:00 p.m. (Estimated Time), and Tuesday, June 14, 2022, at 6:00 p.m. (Estimated Time); and
C. Direct scheduling of City Council appointments to fill the vacancies on various City Advisory Groups on Tuesday, June 28, 2022.

PREPARED BY: Niko Lopez, Deputy City Clerk
SUBMITTED BY: Rebecca Bjork, City Administrator
APPROVED BY: City Administrator's Office
Agenda Item No. 15
File Code No. 640.01

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: April 12, 2022
TO: Mayor and Councilmembers
FROM: City Attorney’s Office
City Administrator/City Clerk’s Office
SUBJECT: Introduction Of An Ordinance Approving The Electoral Redistricting Map Referred By The Independent Redistricting Commission RECOMMENDATION:

That Council introduce and subsequently adopt, by reading of title only, an Uncodified Ordinance of the Council of the City of Santa Barbara Approving the 2020 Census Electoral District Map as Referred by the Independent Redistricting Commission Pursuant to City Charter Section 1301.

EXECUTIVE SUMMARY:

City Charter Section 1301 requires the City Council to approve the Independent Redistricting Commission’s (IRC) final electoral redistricting map “by ordinance and without amendment.” The IRC’s redistricting map, as approved by City Council ordinance, is subject to voter referendum.

DISCUSSION:

On March 16, 2015, the City entered into a Stipulated Judgment which established bydistrict elections in Santa Barbara for the City Council, but not the Mayor, pursuant to the requirements of the California Voting Rights Act (CVRA). The Stipulated Judgment resolved litigation entitled Banales, et al. v. City of Santa Barbara, Santa Barbara Superior Court No. 1468167 by, among other things, setting forth procedural and substantive requirements for the development of an electoral district map that included six City Council electoral districts.

The Banales Stipulated Judgment required the City’s electoral district map to comply with the United States Constitution, the California Constitution, the CVRA, the California Agenda Item No. 17
File Code No. 110.03
Council Agenda Report
Introduction Of An Ordinance Approving The Electoral Redistricting Map Referred By The Independent Redistricting Commission
April 12, 2022

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Elections Code, and the federal Voting Rights Act of 1965. On March 30, 2015, the City Council adopted a judicially-approved electoral district map as required by the Banales litigation. (Reso. No. 15-019.) Thereafter, on November 6, 2018, the voters of Santa Barbara approved a City Charter amendment, which included the operative provisions of the Banales Stipulated Judgment.

City Charter Section 1301 requires establishment of an Independent Redistricting Commission (IRC) comprising three retired state or federal judges who are qualified California voters and who are not residents of Santa Barbara County. The IRC has the duty to adopt and refer to the City Council a redistricting map, if necessary. That redistricting map shall remain in force and effect through the 2031 City Council Elections. Electoral district maps must include districts that are as nearly equal in population as practicable. A new electoral district map is necessary because the current map has a total population deviation of 18.5% between the largest and smallest districts. The United States Supreme Court has held that a total population deviation in excess of 10% is presumptively unconstitutional.

On March 30, 2021, the City Council appointed the Honorable Melinda A. Johnson (Ret.) as Chairperson of the IRC. The Honorable Abraham Khan (Ret.) and the Honorable Elizabeth Allen White (Ret.) were appointed as Commissioners. At that time, we informed the City Council that, due to delays in the 2020 Census, it would be impossible to meet the November 1, 2021 Charter redistricting deadline. On June 22, 2021, the IRC requested that the City Council authorize litigation to reform the Charter to extend the November 1, 2021 Charter deadline for the IRC to refer a map to the City Council until April 1, 2022, so that the Council could approve the map before April 17, 2022. This request was based upon the nearly identical situation faced by the State of California and described in Legislature v. Padilla (2020) 9 Cal.5th 867.

On July 26, 2021, the City filed litigation entitled Santa Barbara City Council v. Paul Casey, Santa Barbara City Clerk, Santa Barbara Superior Court Case No. 21CV02939.

On July 30, 2021, the Honorable Donna D. Geck issued an alternative writ and order directing the City Clerk, “[t]o accept the final redistricting map produced by the City of Santa Barbara Independent Redistricting Commission up to April 1, 2022, . . .” so that the City Council could adopt the map no later than April 17, 2022.

On September 20, 2021, the IRC approved an extensive civic engagement plan, which included provisions for bilingual Spanish document, news release, and translation services, including an accessible website. The IRC introduced the public to the online mapping system and conducted a technical training session on November 8, 2021. The Council Agenda Report
Introduction Of An Ordinance Approving The Electoral Redistricting Map Referred By The Independent Redistricting Commission
April 12, 2022

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City’s demographer, National Demographics Corporation, stated that it would accept draft electoral district maps from the public through December 31, 2021, before presenting any of its own draft maps to the IRC. These actions were timed to give the public nearly two months to prepare and submit proposed electoral district maps.

The IRC conducted public hearings on January 20, February 12, March 3, March 9, March 14, and March 30, 2022. In addition, on March 3, 2022, the IRC conducted a site visit tour in order to gather information on the City’s neighborhoods, geography, and topography, which could not be properly represented otherwise.

On March 30, 2022, the IRC adopted and referred an electoral redistricting map to the City Council, via the City Clerk, after full compliance with the Charter (including, without limitation, the provision of bilingual notices, the conduct of accessible hearings, and preparation of proposed maps), the Banales Stipulated Judgment, and state and federal law. The referred electoral redistricting map and the associated demographic data are attached to the accompanying ordinance as Exhibit A.

The City Council has a mandatory duty to approve the IRC’s final map by ordinance and without amendment. The Banales Stipulated Judgment and City Charter allow the voters ultimate control over the process by making the ordinance subject to referendum.

BUDGET/FINANCIAL INFORMATION:

Council has previously authorized the following contract services related to the redistricting effort:

Nielsen Merksamer Parrinello Gross & Leoni, LLP
(Legal Services & Litigation)
$ 170,000
IRC Judges $ 60,000
National Demographic Corporation (Demographer) $ 50,000 Total Funding $280,000
We will report separately on the final accounting for the project.

PREPARED BY: Ariel Calonne, City Attorney
Michelle Sosa-Acosta, Deputy City Attorney
Brandon Beaudette, Senior Ass’t to the City Administrator’s Office SUBMITTED BY: Ariel Calonne, City Attorney
Rebecca Bjork, City Administrator/City Clerk
Council Agenda Report
Introduction Of An Ordinance Approving The Electoral Redistricting Map Referred By The Independent Redistricting Commission
April 12, 2022

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APPROVED BY: City Administrator's Office
1 ORDINANCE NO. _____

AN UNCODIFIED ORDINANCE OF THE COUNCIL OF THE
CITY OF SANTA BARBARA APPROVING THE 2020

CENSUS ELECTORAL DISTRICT MAP AS REFERRED BY

THE INDEPENDENT REDISTRICTING COMMISSION
PURSUANT TO CITY CHARTER SECTION 1301

THE CITY COUNCIL OF THE CITY OF SANTA BARBARA DOES ORDAIN AS FOLLOWS:

SECTION 1. Findings and Determinations.

A. On March 16, 2015, the City entered into a Stipulated Judgment which established by-district elections in Santa Barbara for the City Council, but not the Mayor, pursuant to the requirements of the California Voting Rights Act (CVRA). The Stipulated Judgment resolved litigation entitled Banales, et al. v. City of Santa Barbara, Santa Barbara Superior Court No. 1468167 by, among other things, setting forth procedural and substantive requirements for the development of an electoral district map that included six City Council electoral districts.

B. The Banales Stipulated Judgment required the electoral district map to comply with the United States Constitution, the California Constitution, the CVRA, the California Elections Code, and the federal Voting Rights Act of 1965.

C. On March 30, 2015, the City Council adopted a judicially-approved electoral district map as required by the Banales litigation. (Reso. No. 15-019.) D. On November 6, 2018, the voters of Santa Barbara approved a City Charter amendment which included the operative provisions of the Banales Stipulated Judgment.

E. City Charter Section 1301 requires establishment of an Independent Redistricting Commission (IRC) comprising three retired state or federal judges who are 2 qualified California voters and who are not residents of Santa Barbara County. The IRC has the duty to adopt and refer to the City Council a redistricting map, if necessary. That redistricting map shall remain in force and effect through the 2031 City Council Elections.

F. Electoral district maps must include districts that are as nearly equal in population as practicable. A new electoral district map is necessary because the current map has a total population deviation of 18.5% between the largest and smallest districts.

The United States Supreme Court has held that a total population deviation in excess of 10% is presumptively unconstitutional.

G. On March 30, 2021, the City Council appointed the Honorable Melinda A.

Johnson (Ret.) as Chairperson of the IRC. The Honorable Abraham Khan (Ret.) and the Honorable Elizabeth Allen White (Ret.) were appointed as Commissioners.

H. On March 30, 2021, the City Council was informed that, due to delays in the 2020 Census, it would be impossible to meet the November 1, 2021 Charter redistricting deadline.

I. On June 22, 2021, the IRC requested that the City Council authorize litigation to reform the Charter to extend the November 1, 2021 Charter deadline for the IRC to refer a map to the City Council until April 1, 2022, so that the Council could approve the map before April 17, 2022. This request was based upon the identical situation faced by the State of California and described in Legislature v. Padilla (2020) 9 Cal.5th 867.

J. On July 26, 2021, the City filed litigation entitled Santa Barbara City Council v. Paul Casey, Santa Barbara City Clerk, Santa Barbara Superior Court Case No. 21CV02939.
3 K. On July 30, 2021, the Honorable Donna D. Geck issued an alternative writ and order directing the City Clerk, “[t]o accept the final redistricting map produced by the City of Santa Barbara Independent Redistricting Commission up to April 1, 2022, . . .” so that the City Council could adopt the map no later than April 17, 2022.

L. On March 30, 2022, the IRC adopted and referred an electoral redistricting map to the City Council, via the City Clerk, after full compliance with the Charter (including, without limitation, the provision of bilingual notices, the conduct of accessible hearings, and preparation of proposed maps), the Banales Stipulated Judgment, and state and federal law. The referred electoral redistricting map and the associated demographic data are attached to this Ordinance as Exhibit A.

M. City Charter Section 1301 requires the City Council to approve the IRC’s final map by ordinance and without amendment. The IRC’s redistricting map, as approved by City Council ordinance, is subject to voter referendum.

SECTION 2. The electoral district map and demographic data referred by the IRC and attached as Exhibit A are incorporated by this reference and approved by the City Council.

SECTION 3. The City Clerk is directed to accept the electoral district map and the associated demographic data.

SECTION 4. The City Clerk is directed to take all actions necessary or desirable to implement the electoral district map at the next City Council election.

SECTION 5. The City Clerk is directed to store and retain all records related to the 2020 Census redistricting process for a minimum of 10 years. 3 6 1
2 5
4 101
225
144
225
192
101
1 154
192
Cliff Dr Las Positas Rd Foothil Rd
E Cabrillo Blvd
San Roque Rd Meigs Rd
Castil o St Loma Alta Dr N la Cumbre Rd N Hope Ave
Alameda Padre Serra
State St de la Vina St Garden St W Mission St San Andres St N Milpas St S Salinas St
Modoc Rd
N
Ontare Rd
E Anapamu St E Car il o St W Ar el aga St Alamar Ave
E Haley St
City of Santa Barbara
2021/22 Redistricting Exhibit A
©2017 CALIPER National Demographics Corporation, April 6, 2022 Category Field 1 2 3 4 5 6 Total
Total Population 14,245 14,789 14,593 15,142 15,345 14,814 88,928 Population Deviation -576 -32 -228 321 524 -7 1,100
Pct. Deviation -3.89% -0.22% -1.54% 2.17% 3.54% -0.05% 7.42% Hispanic/Latino 67.6% 21.2% 63.9% 16.1% 27.1% 39.2% 38.8% NH White 25.4% 67.5% 28.5% 74.1% 61.7% 50.6% 51.7%
NH Black 1.9% 1.8% 1.4% 1.2% 1.6% 2.1% 1.7%
NH Asian/Pac.Isl. 3.7% 7.7% 5.0% 6.8% 7.9% 6.3% 6.3%
NH Native Amer. 0.9% 1.1% 0.7% 1.2% 1.0% 1.2% 1.0%
Total 8,234 11,698 7,280 13,688 11,368 11,302 63,571
Hisp 50.4% 18.3% 43.4% 8.9% 19.5% 22.7% 24.3%
NH White 40.2% 74.9% 50.0% 84.9% 73.9% 68.0% 68.3%
NH Black 6.3% 1.8% 2.6% 0.2% 1.7% 2.7% 2.3%
Asian/Pac.Isl. 3.0% 4.6% 4.1% 5.6% 4.9% 6.5% 4.9%
Native Amer. 0.2% 0.8% 1.1% 0.1% 0.9% 1.8% 0.8%
Total 6,697 10,684 6,722 12,237 10,342 8,952 55,634
Latino est. 52% 14% 44% 10% 17% 23% 23%
Spanish-Surnamed 48% 13% 40% 10% 16% 21% 22%
Asian-Surnamed 2% 2% 2% 2% 2% 2% 2%
Filipino-Surnamed 1% 1% 2% 0% 1% 1% 1%
NH White est. 45% 84% 56% 88% 79% 74% 75%
NH Black 5% 1% 2% 0% 2% 2% 2%
Total 5,502 9,600 5,516 11,197 9,349 7,839 49,003
Latino est. 50% 13% 41% 10% 16% 22% 21%
Spanish-Surnamed 46% 12% 37% 9% 15% 20% 20%
Asian-Surnamed 2% 2% 2% 2% 2% 2% 2%
Filipino-Surnamed 1% 1% 2% 0% 1% 1% 1%
NH White est. 45% 84% 56% 88% 79% 74% 75%
NH Black 5% 1% 2% 0% 2% 2% 2%
Total 3,846 7,663 3,867 9,164 7,348 5,850 37,738
Latino est. 44% 11% 34% 8% 13% 18% 18%
Spanish-Surnamed 41% 11% 31% 8% 12% 17% 17%
Asian-Surnamed 2% 2% 2% 2% 2% 2% 2%
Filipino-Surnamed 1% 1% 2% 0% 1% 1% 1%
NH White est. 48% 85% 62% 90% 82% 77% 78%
NH Black est. 5% 1% 2% 0% 2% 2% 2%
age0-19 23% 19% 28% 17% 19% 14% 20%
age20-60 58% 54% 58% 48% 47% 66% 55%
age60plus 20% 27% 14% 35% 34% 20% 25%
immigrants 27% 23% 34% 12% 15% 23% 22%
naturalized 38% 34% 22% 57% 47% 42% 37%
english 48% 72% 40% 85% 78% 66% 66%
spanish 49% 21% 56% 8% 16% 27% 29%
asian-lang 1% 2% 2% 2% 2% 3% 2%
other lang 2% 4% 2% 5% 4% 5% 4%
Language Fluency Speaks Eng. "Less than
Very Well" 23% 11% 31% 3% 9% 13% 15%
hs-grad 40% 26% 34% 23% 32% 35% 31%
bachelor 22% 34% 17% 32% 34% 28% 28%
graduatedegree 11% 23% 9% 35% 21% 18% 21%
Child in Household child-under18 29% 19% 38% 19% 21% 15% 22% Pct of Pop. Age 16+ employed 77% 65% 72% 65% 61% 76% 69% income 0-25k 19% 15% 18% 8% 14% 22% 16%
income 25-50k 18% 21% 22% 10% 12% 20% 17%
income 50-75k 15% 13% 22% 16% 14% 18% 16%
income 75-200k 35% 33% 31% 36% 43% 32% 35%
income 200k-plus 14% 19% 7% 29% 16% 8% 16%
single family 57% 66% 50% 72% 61% 34% 57%
multi-family 43% 34% 50% 28% 39% 66% 43%
rented 64% 46% 73% 37% 51% 82% 58%
owned 36% 54% 27% 63% 49% 18% 42%
Housing Stats
Voter Registration
(Nov 2020)
Voter Turnout
(Nov 2020)
Total population data from California's adjusted 2020 Census data. Citizen Voting Age Population, Age, Immigration, and other demographics from the 2015-2019 American Community Survey and Special Tabulation 5-year data. Turnout and Registration data from California Statewide Database ("Latino" figures calculated by NDC using Census Bureau's Latino undercount by surname estimate).

Voter Turnout
(Nov 2018)
Household Income
Education (among those
age 25+)
Immigration
Age
Language spoken at
home
Exhibit A
2020 Census
Total Pop.

Citizen Voting Age Pop

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: April 12, 2022
TO: Mayor and Councilmembers
FROM: Housing and Human Services Division, Community Development Department
SUBJECT: Update On Efforts To Address Homelessness And Its Related Impacts In The City Of Santa Barbara
RECOMMENDATION:

That Council receive an update on the City’s and partnering agencies’ actions to address homelessness.

EXECUTIVE SUMMARY:

With more than 580,000 estimated persons experiencing homelessness, America faces a national crisis—and Santa Barbara is no exception. Locally, preliminary data shows a slight decrease in the number of persons experiencing homelessness in Santa Barbara; however, that number still exceeds the number of available shelters and housing options, leaving hundreds living on the streets.

The City has made significant investments to mitigate the community impacts of homelessness and secure housing for homeless residents. This report provides an update to Council on homelessness outreach and housing services provided by City staff as well as contracted partners Santa Barbara Alliance for Community Transformation (SB ACT), the Santa Barbara City Homelessness Collaborative, and City Net.

DISCUSSION:

Homelessness is a rapidly expanding national crisis fueled by rising housing costs, mental illness, substance use disorders, disabilities, low income, and domestic violence. The 2020 Point-in-Time Count, a nationwide snapshot count of persons experiencing homelessness, found more than 580,000 people living without a home either on the streets or at shelters, a number that has increased each year since 2017. At 28 percent, California has the largest percentage of the nation’s homeless population. More notably, California has more than half of the unsheltered population in the country, i.e., people Agenda Item No. 18
File Code No. 660.04
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who are living in places not intended for human habitation and are more vulnerable to health problems, violence and trauma, and longer periods of homelessness.

In the city of Santa Barbara, the number of persons experiencing homelessness has averaged around 927. Preliminary results of the 2022 Point-in-Time Count identified 8221 homeless individuals living in Santa Barbara. Although this represents a 10 percent decrease since the last count, this total still represents 41 percent of the homeless population countywide. According to the County of Santa Barbara 2020–2021 HUD performance data, 3,347 persons experiencing homelessness were served countywide during this period, while the countywide Point-in-Time count estimates 1,962 persons.

The number of homeless individuals in the City far outpaces the number of existing shelter beds, transitional housing, or permanent supportive housing units available.2 For many years, the City has dedicated substantial resources in the form of staff time and funding to nonprofit social service agencies to reduce homelessness. In the past, many of the city’s cross-departmental efforts took place independently of one another. More recently, the City has dedicated staff and funding to new initiatives, which has enabled the various groups throughout the city organization and community partners to better collaborate and enhance one another’s efforts. The purpose of this report is to provide an update to Council on current collaborative efforts to address homelessness.

City Roles and Initiatives
Community Development Department – The Department provides funding and oversees various partner agencies that help persons experiencing homelessness, such as People Assisting The Homeless (PATH), which provides temporary shelter; New Beginnings, which facilitates safe parking for people living in their vehicles; City Net, which provides street outreach services; and SB ACT, which coordinates the communitywide response to homelessness. Most recently, the Department has reassigned the Senior Community Development Programs Specialist to coordinate the City’s internal and external efforts related to homelessness and to help recommend, promote, and coordinate implementation of the City's homelessness-related goals.

Encampment Response Program – The Environmental Services Division of the Sustainability and Resilience Department coordinates the City’s Encampment Response team, which includes the Parks and Recreation Department, Streets and Creeks Divisions, City Attorney’s Office, and the Police and Fire Departments. In 2019, Environmental Services staff implemented a web-based centralized system that allows residents, staff, and visitors to report encampments or to report an individual in need of non-urgent outreach. Staff access each report and coordinates the response of various 1 Point-in-Time provides only a snapshot of the state of homelessness within the community on a single given date. Homeless Management Information System data shows the numbers could be higher. 2 According to the Santa Barbara County Community Action Plan to Address Homelessness, the south coast needs 369 additional shelter beds, 537 Rapid Rehousing Slots, 602 Permanent Supportive housing units, and 270 long term subsidies to meet the need.

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resources, including City Net outreach teams, Fire Inspectors, Police Officers, cleanup contractors, and Park Rangers. The Encampment Response Team has built strong working relationships with CalTrans and Union Pacific to effectively coordinate cleanups and address encampment related issues within the city limits. The Encampment Response Team also coordinates with City Net to ensure outreach services and proper shelter are offered prior to an encampment cleanup. City staff ensures that 72-hour advance notice is posted at that campsite of the impending cleanup. City Staff prioritize protecting encampment occupants’ rights to their property and providing the opportunity to access services and voluntarily relocate before a cleanup begins. Staff also ensures that the City’s abandoned property policy is followed, meaning only property where there is reasonable evidence that the owner intended to dispose of the property is disgarded.

Moreover, disabled persons are provided additional time to gather their belongings as needed.

In calendar year 2021, the city received 584 reports related to encampments and 36 individual-in-need reports. Since the project launch in 2019, Environmental Services staff have processed 2,916 reports to date, cleaned 685 encampments removing more than

81.4 tons of waste from public spaces, and directed 320 City Net outreach contacts.

Santa Barbara Police Department Activities – The Santa Barbara Police Department (SBPD) has undertaken a number of efforts to address the impacts of homelessness.

Following is a description of efforts over the past year:
 Co-Response Officer – In January 2021, the SBPD added a Co-Response Officer position, who is trained in responding to and helping people in crisis, and is partnered with a licensed mental health clinician. Together, the team has responded to approximately 600 calls involving people in crisis, many involving persons experiencing homelessness, who often suffer from mental health issues and/or drug or alcohol addiction. The Co-Response Officer also works to reunite persons living on the street with family, and connects them with assistance programs or work opportunities. Over the last year, the SBPD has successfully reunified 63 people.  Crisis Intervention Training (CIT) – SBPD is in the process of getting all sworn officers trained in Crisis Intervention Training, which is a nationally recognized model for police interactions with persons experiencing mental or emotional distress or other mental health challenges. In the last year, the SBPD has trained approximately 65 Officers in the 10-hour CIT class.
 Street Crimes Unit (SCU) – The Street Crimes Unit plays a critical role in addressing complaints and crimes involving homeless residents. This team consists of five Bike Patrol Officers, the Co-Response Officer, and one Sergeant, and is responsible for enforcing municipal code violations, street-level drug use, drug dealing, and all camping complaints that come to the police department. SCU also works closely with City Net, SB ACT, New Beginnings Safe Parking, Parks and Recreation, Creeks, Environmental Services, and community groups.

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 Homeless Liaison – SBPD has recently identified the SCU Sergeant as the department’s homeless liaison. This liaison will be responsible for ensuring proper handling of property during coordinated encampment cleanups and will update the department about current homeless resources to use when assisting homeless residents.

Parks and Recreation Rangers – In the past year, the department has been able to fully staff the Park Ranger program with four rangers operating seven days a week, throughout the day. The Park Rangers spend a large portion of their time addressing homelessnessrelated issues in parks. As a result of daily patrols, rangers are able to build one-on-one relationships and become aware of the services individuals are receiving. Rangers are trained to connect with City Net and County service providers when individuals need help and can coordinate with police if needed.

Library Activities – Similarly, the Library Department has undertaken a number of efforts to address the impacts of homelessness. Workforce development services are provided at the Central and Eastside libraries to teach job search techniques, résumé review and development, interview strategies, technology skills, and other job skills learning. As many as 50 percent of clients of this program are homeless or at risk of losing housing.

Additionally, through a Community Connections grant, Library staff and volunteers receive training in community resources, enabling them to refer people in need of social services to the appropriate resources. Council approved a contract with Family Service Agency to hire a full-time social worker to engage homeless residents who frequent the Library, though the position has not been successfully filled.

Downtown Ambassadors – A continuous presence and valuable resource since 2017, the Downtown Ambassadors operate 9 a.m.–6 p.m. daily along State Street, from Cabrillo Boulevard to Sola Street. They have established relationships with service providers, area businesses, and members of the public, including people experiencing homelessness in the area, and have gained an intimate understanding of the situation on the ground. The Ambassadors participate in SB ACT work groups and Coordinated Outreach Team meetings (discussed later in this report), and are a vital conduit of information to service providers.

Partner Agencies
SB ACT – Since Fiscal Year 2020, the City has contracted with the Santa Barbara Alliance for Community Transformation (SB ACT) to assist the City in developing a unified, strategic response to homelessness. At the core of SB ACT’s work has been the development of a Common Agenda/Strategic Plan to address homelessness to be achieved by the end of 2023. Guided by a steering committee of community stakeholders (which includes Council members, the Library director, the Interim Assistant City Administrator, and Community Development staff), the plan identifies four main goals:
increase the number of affordable housing units by 20 percent; increase the rate of housing retention by five percent; reduce the percentage of people entering Council Agenda Report
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homelessness from a housed situation by ten percent; and strengthen the coordination and availability of outreach and case management services by 25 percent. SB ACT will be discussing the first year’s progress and sharing performance data from partner agencies in their presentation to Council. A written report is also included as Attachment

1. Other SB ACT initiatives are discussed in the next section of this report.

City Net – Since 2019, the City has contracted with City Net to provide street outreach and case-management services to persons experiencing homelessness in Santa Barbara. Prior to establishing a partnership with City Net, street outreach was sporadic and done by volunteers. Having dedicated outreach workers operating on a citywide basis in collaboration with the City’s network of service providers has been instrumental in increasing the number of street exits. City Net works closely with Cottage Hospital, Santa Barbara Police Department, SB ACT, and various service providers to coordinate outreach services, and is often the first line of response to our unhoused population. City Net will make a presentation on its work as part of this report.

City Net operates countywide and currently employs four outreach workers in the City.

City Net’s work is funded by money from the State of California’s Permanent Local Housing Allocation Program, which the City receives annually, and the Homeless Emergency Aid Program, a one-time grant that expired in June 2021.

In early 2021, the city provided $480,000 in Socio-Economic Mitigation Funds (SEMP) to City Net for a bridge housing program at local motels. This program allowed individuals who were better suited for non-congregate shelter, as opposed to congregate shelter with shared sleeping quarters, to be provided with ongoing shelter and case management support. The program initially expected to house 25 individuals until funds were depleted, however a total of 30 persons were provided with bridge housing.

Collaborative Efforts
Expanded Partnership with Santa Barbara County – The City has worked in conjunction with the County of Santa Barbara to address homelessness regionally. The city participates on the County-sponsored Elected Leaders Forum on Homelessness, whereby local elected representatives learn about concerns and demographic trends, discuss best practices in housing solutions, and prepare for future grant and funding opportunities on a regional level.

Recently, the City partnered with the County and other county cities to secure $2.5 million in Encampment Resolution Program funds through the state. Staff from Environmental Services and Community Development are working with the County to establish a memorandum of understanding for implementation of the collaborative program.

Additionally, Community Development staff and Downtown Ambassadors have started attending South County Coordinated Outreach Team meetings led by County staff to Council Agenda Report
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more accurately assess the day-to-day situation on the streets and more effectively coordinate resources.

Another collaborative effort is the partnership with Dignity Moves, a nonprofit organization that provides interim housing solutions. Dignity Moves and the County are working to create a transitional housing project at the Juror Parking Lot located on the 1000 block of Garden Street. This project will place 33 temporary, small, portable housing units and related facilities to provide the unhoused population with shelter and supportive services.

The project is expected to be operational in the coming months. The County has committed to targeting unhoused residents with an established history in downtown Santa Barbara as priority recipients of housing. Outreach and inclusion in the Coordinated Entry System is already underway. The initial term of the project is for three years, with a goal of serving at least 66 individuals.3
SB ACT Regional Action Plans and Neighborhood Navigation Centers – SB ACT has been leading weekly working groups of housing agencies, service providers, and individuals with lived experience to increase coordination and collaboration. Staff from the Rental Housing Mediation Program, Library, and Environmental Services among other City operations participate in these work groups.

In addition, SB ACT has convened regular neighborhood-centered group meetings known as Regional Action Plans (RAPs) that bring together area stakeholders to discuss issues of concern, inform the public about efforts to address homelessness, and develop strategies to reduce the impacts of homelessness. There currently are four RAPs for the State Street (downtown) area, Eastside neighborhood, Upper State Street area, and at the Waterfront. Meetings are attended by residents, business leaders, and service providers. City staff from the Encampment Response Team, Police and Fire, Library, and Community Development actively participate in the meetings and address issues of concern among the community.

In 2021, SB ACT formalized and expanded the Neighborhood Navigation Center (NNC) model in which service providers come together in a “one-stop-shop” location. Services include case management, food distribution, medical and veterinary care, sanitation services, and more provided by many nonprofit organizations. The Library is one of the service providers at the Neighborhood Navigation Centers. Utilizing the Library on the Go outreach van, homeless individuals are provided with computer and internet access; phone charging and printing stations; workforce development and/or literacy program intakes; assistance obtaining vital documents or applying for government benefits (i.e., MediCal, CalFresh, lifeline phones, low-cost internet, etc.); and Welcome Cards, a library 3 As a result of the Dignity Moves project, a portion of the County-owned parking lot will not be usable for County and Superior Court employees. To partner with the County on this needed project, the City offered to provide up to 46 parking permits, valued at $294,400, for use in the City’s Parking Lot 6 (Granada Garage) for the duration of the project.

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card for persons without a verifiable permanent address.4 SB ACT staff continues to engage new partnerships to become part of the collaborative including faith groups and meal providers at parks.

Major Coordinated Effort – Rose Garden Inn
The City’s investment in forging these partnerships facilitated a strategic and coordinated response following the May 2021 Loma Fire. In early June, Council voted to declare a State of Emergency due to human encampments in fire-prone areas. As part of this declaration, Council contracted with City Net to master-lease the Rose Garden Inn to temporarily house persons living in illegal encampments that were deemed at highest risk of fire by the Encampment Response Team. Some of the identified sites were located on CalTrans property, and due to existing collaboration agreements, the Encampment Resolution Team was able to respond quickly. As a result of previous coordination with City Net, the City was able to offer temporary housing at the Rose Garden Inn to persons displaced from the high risk encampments prior to cleanup. In turn, SB ACT created a Regional Action Plan for the area surrounding the temporary housing motel to address neighborhood concerns. The Police Department created an overtime detail consisting of two officers that proactively patrolled the surrounding neighborhood. City Net also conducted additional street outreach in the area to connect with individuals who were not part of the project and in need of assistance.

The Rose Garden Inn project operated from July 5, 2021, to January 31, 2022. In the nearly seven months of the project, the following was achieved:
 63 persons were served – 43 men, 20 women
 12 persons were placed into permanent housing or other safe locations  33 clients became document ready5
 13 people were connected to mental health and substance abuse treatment During their exit interviews, individuals housed during this period reported improvement in various factors, such as physical disabilities, mental health disorders, and chronic health conditions. Over the duration of the project, 20 clients were asked to leave for not following program rules.

At project’s end, 27 persons returned to the streets. This was partially due to COVID outbreaks, which caused closures at local shelters leaving these individuals with no other options. A few elected not to go to any other shelter situation. City Net continues to case manage the former motel residents. Although the project was budgeted at $3.23 million, actual expenditures through January 30 totaled $2,310,552. Of this amount, $122,552 4 NNCs operate Thursdays at Alameda Park and Tuesdays at the Carrillo Commuter Lot. A third NNC recently started operating on Wednesdays at the Rescue Mission to serve the Eastside. 5 Document-ready clients have obtained necessary documentation to secure housing, such as identification, social security card, etc., and have been added to housing waiting lists through the Housing Authority, or have access to other rapid-rehousing funds in the event a unit becomes available.

Council Agenda Report
Update On Efforts To Address Homelessness And Its Related Impacts In The City Of Santa Barbara
April 12, 2022

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was paid with State Permanent Local Housing Allocation funds. Additionally, the City was able to secure $542,517 in Emergency Services Grant funds from the County of Santa Barbara to reimburse a portion of the City’s expenditures for hotel housing.

The Rose Garden Inn project should be noted for the successes made during such a brief period. As previously reported, persons living in encampments tend to be more resistant to going to a congregate shelter. Additionally, the process of making unsheltered persons document ready is typically a lengthy process due to the vulnerability of persons living on the street, where, as previously noted, they are more susceptible to health problems, violence and trauma, and longer periods of homelessness.

City Financial Support to Address Homelessness
Funds for services – The City of Santa Barbara has a long history of providing grants to nonprofit social service agencies serving City residents. In Fiscal Year 2021, the City granted approximately $1.8 million to nonprofit homeless service providers for prevention, coordination, shelter, supportive services, and rental subsidies. Eighteen percent ($345,766) came directly from the General Fund, and the remaining 82 percent ($1,526,757) came from State and Federal funding, such as Homeless Emergency Aid Funding (HEAP), and Community Development Block Grant funding. Attachment 2 provides a Fiscal Year 2022 mid-year update of these providers and the type of assistance that they provide.

Costs to Respond to Homelessness in the City – In addition to supporting housing and services for people experiencing homelessness, in Fiscal Year 2021 the City expended $5.6 million mitigating the effects on homelessness. A Fiscal Year 2022 midyear update is included as Attachment 3.

Conclusion
Homelessness is a pervasive societal issue that cannot be solved solely by the City of Santa Barbara; however, the City is demonstrating leadership and initiative in ensuring collaboration among the various groups working to address this crisis. Staff will continue building on its current efforts to expand interdepartmental coordination and enhance communication with the community on its efforts to address homelessness. Other initiatives include working with shelter providers to expand utilization of shelters, and partnering with agencies to identify more options for housing across the spectrum—from interim to permanent housing, and prevention of homelessness. And as the State of California continues to make significant investments and propose new legislation to address homelessness, staff will track new legislation and pursue new funding opportunities made available by the State and Federal governments. As previously reported to Council, some of those funds include Project Homekey, HOME American Rescue Plan, and Homeless Housing, Assistance and Prevention funds.

BUDGET/FINANCIAL IMPACT:

Council Agenda Report
Update On Efforts To Address Homelessness And Its Related Impacts In The City Of Santa Barbara
April 12, 2022

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There is no budgetary impact associated with the recommendation.

ATTACHMENTS: 1. SB ACT Report Update

2. City Grants to Social Service Agencies – Mid Year

3. Cost of City Services Related to Homelessness – Mid Year PREPARED BY: Liz Stotts, Senior Community Development Programs Specialist SUBMITTED BY: Eli Isaacson, Community Development Director APPROVED BY: City Administrator’s Office
P.O. Box 217 | Santa Barbara, CA
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Santa Barbara Alliance for Community Transformation
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AGENDA DATE: April 12, 2022
TO: Mayor and Councilmembers
FROM: Santa Barbara Alliance for Community Transformation SUBJECT: ACT on Homelessness Collaborative Strategic Plan Update Background
The City of Santa Barbara City Council entered into a public-private partnership on June 1, 2019 for the purpose of initiating a collective impact driven collaborative to address the issue of homelessness in the City of Santa Barbara. With an investment of $100,000, matched with a $100,000 grant from the Santa Barbara Foundation, the ACT on Homelessness Collaborative was launched.

During the first year of the collaborative, an 18-member Steering Committee was formed that provided the leadership and expertise to create a Common Agenda.

Though many challenges were experienced by collaborative partners during the planning phase due to the onset and response to the COVID-19 pandemic, all five components of the Common Agenda were completed with only a four-month delay.

The plan was adopted by the City Council on December 15, 2020 as the Three-Year Strategic Plan to Reduce Homelessness and Its Impacts in the City of Santa Barbara.

First Year Progress
The ACT on Homelessness (AOH) Collaborative Strategic Plan has four measurable goals to be achieved over a three-year period (2021 – 2023).

Goal #1: Increase the number of affordable housing units in the City of Santa Barbara by 20%
According to the Santa Barbara County Phase II Action Plan to Address Homelessness, the City of Santa Barbara has a need for 232 permanent supportive housing units according to the 2020 Point-in-Time Count of 914 individuals experiencing homelessness as well as data collected through the Coordinated Entry System (CES) and the Homelessness Management Information System (HMIS). The City of Santa Barbara also needs 120 units of bridge housing and 158 units of other permanent housing (with no disability required).

Though no new affordable housing developments opened within the City of Santa Barbara last year, there are two major developments on the horizon that will help address our affordable housing needs. This includes Vera Cruz Village at 116 East Cota Street that will have 28 studio units for individuals experiencing homelessness as well ATTACHMENT 1
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as 200 North La Cumbre Road that will have 48 units of affordable rental housing for low-income families.

Moreover, the Housing Authority of the City of Santa Barbara facilitated the access to 89 Emergency Housing Vouchers (EHV) over the past seven months that were 100% utilized by case management partners including City Net, New Beginnings Counseling Center, Salvation Army, and PATH. This placed 89 individuals in permanent housing units while providing financial incentives for private landlords and three years of supportive services to housed clients.

In March 2020, the City of Santa Barbara City Council also invested in a scattered site bridge housing program that provided 15 units of transitional housing for six months that served 22 individuals through service provider partner, City Net. Several months later in June, the City Council also invested in a temporary, safe shelter project to clear encampments in high fire prone areas in the aftermath of the Loma Fire. This project transitioned displaced, unhoused individuals from encampments into motel rooms for 120 days. Due to the success of the project mitigating encampment related fires as well as the opportunity to stabilize and house more individuals, the City Council extended the project for three more months. At its close, a total of 63 people were served with 12 individuals being placed into permanent supportive housing units. Thirty-three clients became document ready and five people achieved employment. Though 27 individuals returned to being unsheltered at the end of the temporary project because shelter providers were unable to take new client referrals due to a surge in positive cases for COVID-19, all clients continue to be case managed by City Net as they search for available permanent supportive housing units.

Due to the increase in federal and state funding for individuals experiencing homelessness in response to the COVID-19 pandemic, ACT on Homelessness Collaborative service provider partners have been able to make significant progress in placing individuals in permanent supportive housing units over the past year. However, it is important to note that there continues to be a need for 262 emergency shelter beds to provide a safe environment for our unhoused population to sleep and access the services they need. This will continue to be a top priority for the AOH Collaborative over the next two years.

Goal #2: Strengthen the capacity of organizations that provide permanent housing placement services to increase the rate of housing retention by 5% Given the unique needs of vulnerable individuals experiencing chronic homelessness transitioning into a housed environment, the AOH Collaborative is prioritizing the expansion and sustainability of intensive supportive services for these individuals to successfully retain their housing. A Housing Retention Working Group has been created and is being co-facilitated with the County of Santa Barbara Continuum of Care to be P.O. Box 217 | Santa Barbara, CA
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able to address the systemic challenges that are experienced by providers in supporting clients in permanent housing.

The top challenges have been identified as: (1) the lack of life skill-building regarding maintaining a household and managing a personal budget; (2) difficulty in building a trusted peer group in a new housing environment; and (3) substance abuse and addiction that requires more specialized and trained staffing to overcome. This has initially resulted in projects like the creation of a Good Neighbor Handbook that emphasizes the life skills and household management that is necessary to be a good tenant, as well as advocating for supportive services to be attached to the Emergency Housing Vouchers for a minimum of three years.

Though the housing retention rate is 92% countywide, the AOH Collaborative recognizes that there is a significant amount of case management hours that are not captured in ensuring this rate is sustained and increased over time. The AOH Collaborative will continue to advocate for more resources to be directed for this purpose and appreciate the recent prioritization of this support by the City Council in its distribution of HOME ARPA funds.

Goal #3: Create a culture of diversion and prevention among collaborative partners to reduce the percentage of individuals, youth and families entering homelessness from a housed situation by 10%
At the launch of the ACT on Homelessness Collaborative and the formalization of the first Neighborhood Navigation Center site at Alameda Park, the focus was on training service provider partners and volunteers on diversion including relocation and reunification support for individuals newly experiencing homelessness. This approach would complement the City of Santa Barbara’s Restorative Policing Program that is also successfully facilitating a significant number of relocations and reunifications of individuals with family and friends including housing and employment opportunities in other regions. In 2021, the ACT on Homelessness Collaborative was able to facilitate 11 relocations and reunifications through or Regional Action Plans and Neighborhood Navigation Centers.

In addition to implementing these strategies of diverting individuals from the emergency shelter system, there was an influx of financial resources to support individuals and families that were economically impacted by the COVID-19 pandemic.

Much of the focus on homelessness prevention was to increase access to and distribution of funds from the Emergency Rental & Utility Assistance Program (ERAP).

This program was facilitated by the County of Santa Barbara in partnership with the United Way of Santa Barbara County and distributed $17,269,684 in funding to 1,904 households of which 1,054 households are located in Supervisorial Districts 1 and 2 that include the City of Santa Barbara.

P.O. Box 217 | Santa Barbara, CA
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Goal #4: Strengthen the coordination and availability of outreach and case management services for individuals, youth and families experiencing homelessness by 25%
In December 2020, as the City of Santa Barbara City Council adopted the Three-Year Strategic Plan, the ACT on Homelessness Collaborative was also able to successfully advocate for an increase – in a team of two – of outreach and case management workers dedicated to serve unhoused individuals in the City of Santa Barbara funded through the Permanent Local Housing Allocation (PLHA). This expanded outreach capacity to four individuals through the City of Santa Barbara’s primary outreach and case management provider, City Net. Though this capacity was diminished at the end of June 2021 due to the SB Connect Home project ending, the ACT on Homelessness Collaborative was able to supplement this capacity with dedicated case management and outreach through the Neighborhood Navigation Centers (NNCs).

With this additional capacity, ACT on Homelessness Collaborative service provider partner City Net was able to achieve a total of 99 temporary or permanent “Street Exits” in the four Regional Action Plan neighborhoods (Eastside, Waterfront, Downtown, and Upper State Street) closing in on our goal of 100 “Street Exits” by the end of 2021. From baseline data collected in September 2020 in the first three Regional Action Plan neighborhoods, this a 29% reduction in the number of individuals experiencing homelessness in the City of Santa Barbara (99 individuals of 340 total counted). This data is also correlating with the preliminary results of the 2022 Point-inTime Count (822) that notes a decrease of 92 individuals experiencing homelessness in the City of Santa Barbara from the 2020 Point-in-Time Count (914).

Moreover, the City of Santa Barbara Resilience & Sustainability Department has worked tirelessly over the past year to create a reporting system that captures data gathered from City staff and departments, residents, business owners, and service providers that is utilized to strategically target resources to address unsafe and illegal activities in encampments as well provide outreach and case management to individuals experiencing homelessness. This tool has created a system of transparency and accountability among ACT on Homelessness Collaborative partners and with the residents of the City of Santa Barbara that has exponentially increased our ability to deploy limited resources and staffing capacity where they are needed the most. This information is also shared monthly by the City of Santa Barbara Resilience & Sustainability Department through the four Regional Action Plans.

Next Steps
Though the ACT on Homelessness Collaborative has been able to make substantial progress over the past year, we fully acknowledge that there is considerably more work P.O. Box 217 | Santa Barbara, CA
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that needs to be done to address the unique needs of individuals experiencing homelessness in the City of Santa Barbara as well as to reduce the impacts of homelessness in our neighborhoods. The AOH Collaborative will continue to report on progress quarterly through the next year as we focus on achieving another 100 “Street Exits” by the end of 2022.

The Collaborative also recently launched the third Neighborhood Navigation Center site on the Eastside at the end of March that yields a total of three NNC sites that operate on Tuesday, Wednesday, and Thursday every week. The NNCs are fulfilling a significant need in providing services to the unsheltered population as well as creating a safe environment and consistent day/time/location for service providers to support existing clients and provide outreach to new individuals.

Proposals to continue the efforts of the ACT on Homelessness Collaborative as well as the Neighborhood Navigation Centers have been submitted to City staff for consideration in the new fiscal year budgeting process.

ATTACHMENT 2

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Organization Description Type
Community
Development
Block Grant
Human ServicesGeneral FundGeneral Fund
(GF) Other HOME Other State or Federal Total Outcomes
Rental Housing Mediation
Program Prevention $ 16,072 $ 16,072 506 individuals served Transition House Homelessness
Prevention Prevention $ 13,661 $ 13,661 Daycare for children of working homeless parents
$ 29,733 $ 29,733
Housing Authority Rental Assistance Rent Subsidy $ 120,715 $ 120,715 9 housed New Beginnings Rental Assistance Rent Subsidy $ 6,535 $ 6,535 3 newly housed Transition House Rental Assistance Rent Subsidy $ 17,046 $ 17,046 7 newly housed $ 144,296 $ 144,296
Domestic Violence Solutions Emergency Shelter Shelter Services $ 16,500 $ 16,500 87 sheltered Noah's Anchorage Youth
Shelter Youth Shelter Shelter Services $ 18,000 $ 18,000 209 served PATH Interim Housing Shelter Services $ 9,287 $ 50,383 $ 59,670 184 sheltered Safe Parking Program Vehicular Homeless Shelter Services $ 21,612 $ 21,612 323 served Transition House Interim Housing Shelter Services $ 38,942 $ 38,942 142 sheltered Good Samaritan Freedom Warming
Centers Shelter Services $ 10,792 $ 10,792 59 sheltered $ 86,341 $ 28,792 $ - $ 50,383 $ 165,516
CADA Project Recovery Detox Supportive
Services $ 6,750 $ 6,750 73 served
S.B. Neighborhood Clinics Dental Care for the
Homeless
Supportive
Services $ 23,740 $ 23,740 183 served
St. Vincent's Family Strengthenin Supportive
Services $ 8,100 $ 8,100 36 served
$ 38,590 $ - $ 38,590
City Net Rose Garden Interim
Housing $ 1,784,075 $ 122,552 $ 1,906,627 63 sheltered; 12 permanently housed
City Net Bridge Housing Interim
Housing $ 332,729 $ 332,729 30 sheltered
$ - $ - $ 2,116,804 $ - $ 122,552 $ 2,239,356
SB Act Homelessness
Collaborative Other $ 61,605 $ 61,605 Provided community collaborative services
$ 61,605 $ 61,605
$ 86,341 $ 97,115 2,178,409$ 144,296$ 172,935$ $ 2,679,096 Prevention
Rent Subsidy
City Grants to Social Service Agencies
July 1, 2021 - December 31, 20211 (FY22 - 6 months)
Shelter Services
Supportive Services
Total
Coordination of Services
Interim Housing

DEPARTMENT AREA TYPE TOTAL OUTCOMES
Library All Library Staff Service Referral and Local
Agency Support $ 192,277
Provided accurate and immediate information to homeless individuals through daily inquiry assistance and proactive referrals that connects individuals and families to needed resources such as veteran's benefits, local human services agencies, and other related information support.

Library Library Staff Library On the Go
Outreach $ 24,593
Outreach to Neighborhood Navigation Centers and other local agencies 10 hours per week providing charging station and printing, library card, workforce development and literacy intakes, assistance obtaining vital documents or applying for government benefits
Library Preventative SBPL Works! Job
Placement $ 35,517
Staff in SBPL Works! support clients in reaching workforce readiness goals and attaining employment. In the first 6 months of Fiscal Year 22, 73 consultation sessions were held.

Police Department Co-Response
Mental Health Outreach
in Partnership with
Behavioral Wellness
$ 76,236
Response to calls for service involving people in mental health crisis.

Conducted 63 reunifications. Provided Crisis Intervention Training to over 60 Officers.

Public Works Ambassadors Engagements $ 53,335 Engaging with unsheltered people, connecting to services and resources, logging engagements, issuing warnings for Municipal Code violations.

Community Development Scattered Site Bridge
Housing Bridge Housing $ 423,074 A total of 38 persons were provided temporary bridge housing while receiving case management services.

Community Development Rose Garden Inn Fire Prevention $ 1,847,790 A total of 63 persons from six high-fire prone encampments were provided bridge housing. Twelved ultimately were permanently housed and 33 became document ready to help obtain housing.
$ 2,652,822
Airport Dispatch Patrol Responding to Security
Incidents $ 2,249
FY 21, Airport Law Enforcement responded to 38 calls for service that can be directly attributed to homeless issues (i.e. encampments, disturbances, suspicious circumstances, crimes, welfare checks, mental health evaluations/interventions, etc.). This means that the primary reason the call for service was generated was due to an individual’s unsheltered status.

Fire Department Firefighters
Firefighters, Fire
Inspectors, Fire
Investigators
$ 652,464
The Fire Department responds to medical emergencies, hazardous conditions, accidents, fires and other calls for service. The Fire Prevention Bureau conducts activities that include: fire code enforcement, inspection of encampments and fire investigations. Prevention personnel also coordinate with other City Departments and CityNet to assist with outreach and intervention. The number and cost of calls for service have increased largely due to: 1) More thorough reporting/documentation, 2) Increased number of fires in all areas of the City, not just the high-fire areas, 3) Vulnerable population that uses the 911 system as the initial point of medical contact.

Library Librarians Responding to Security
Incidents $ 5,277 Response to 87 incidents and provided assistance with 14 calls to 911.

Library Security Guards Responding to Security
Incidents $ 30,003.00
Supported staff and library patrons by monitoring the exterior and interior library grounds, enforcing rules of conduct and calling law enforcement as needed.

Parks & Recreation Creeks Enforcement - Code
Enforcement Officer $ 18,464 The Creeks Division Enforcement officer estimates they spend 35% of their time related to this issue.

Parks & Recreation Parks Enforcement - Park
Rangers $ 216,055 Staff costs associated with park ranger enforcement of homeless-related park issues.

Police Department Daily Patrol Calls Enforcement $ 800,526 The Department responded to 5,284 calls related to homelessness; including encampments and disturbances.

Cost of City Services Related to Homelessness
July 1, 2021 - December 31, 2021 (FY22 - 6 months)
Provision of Human Services
Public Safety and Enforcement
ATTACHMENT 3
Police Department Street Crimes Unit Enforcement $ 625,128 The team's mission is to maintain a proactive police presence, which can include, addressing homelessness issues and facilitating a connection to social services.

Police Department Patrol - Overtime Enforcement $ 6,844 Overtime for focused patrols related to homelessness on the north end of State Street - Approx. 80 hrs.

Sustainability and Resilience Environmental
Services
Enforcement - Code
Enforcement Officer $ 33,419
Process all encampment reports submitted to City online system, analyze each situation and dispatch services according to policies, coordinate city staff, coordinate contractors and clean-ups, attend RAP meetings and assist in programming and policy related planning.

Waterfront Department Harbor Patrol Medical Responses $ 9,500 95 medical calls responding to homeless individuals. Response time , pt.

Assessment and treatment
Waterfront Department Harbor Patrol Enforcement $ 12,000 120 calls for service include wefare checks, enforcement of illegal entrants into locked marinas and facilities and camping on the beach $ 2,411,928
Airport Patrol Dispatch Patrol Encampment Cleanups $ 3,054 38 calls for service resulted to one day's worth of clean up.

Parks & Recreation Parks Encampment Cleanup $ 60,100
Numerous small encampments including Plaza del Mar, Ortega Park, Dwight Murphy, Alameda, Pershing, Dolphin Fountain area, Bird Refuge, and Oak Park.

Parks & Recreation Creeks Encampment Cleanup $ 22,624
The Creeks Division has a contract with Southern Coastal Janitorial to perform cleanups in creeks and beach areas. This is the estimated cost of encampment clean-up during the first half of FY22.

Sustainability and
Resilience
Environmental
Services Encampment Cleanups $ 72,500
553 Encampment Reports received and processed from the public via the City's encampment website. 137 Clean-Ups conducted. Bi-weekly cleanups of four City underpasses.

Waterfront Department Harbor Patrol Encampment Cleanup $ 3,000 Encampment cleanup/removal at East Beach $ 161,278
Community Development Community
Development Staff Support $ 73,979
Administration special projects, such as SB ACT Collaborative, City Net outreach services, rental assistance grans, and staff support to various City initiatives to address homelessness, including the Fire-Prone Encampment project, and participation in the Santa Barbara County Continuum of Care program.

Library Administration Staff Local Agency Support $ 9,408 Participated in meetings with SB Act and other local agencies and working groups to share, collaborate, and problem solve issues impacting those experiencing homelessness.

Parks & Recreation Parks & Recreation
Facilities Staff Support $ 52,593
Costs associated with recreation program and facility staff communicating with program and camp participants, parents, facility renters, parks maintenance staff and park rangers on issues surrounding clean-up requests, and misuse and illegal behaviors.

Sustainability and
Resilience
Environmental
Services Staff Support $ 9,298
Administration of multi-department centralized clean-up program including technical support for reporting system, attendance at RAP meetings and payment processing.
$ 145,278
Library All Library Staff Training $ 5,000
Increased capacity through each staff member participating in 100 hours of training annually, of which 20% is dedicated to safety and resources that provide support for those experiencing homelessness or at risk of becoming homeless. Further training is currently being developed for the remainder of the year.

Encampment Cleanup
Staff Support
Other Impacts
Library Custodial Restroom/Facility
Cleaning $ 21,209
Required cleaning/maintenance to maintain clean restrooms, library grounds, and furniture throughout the Library due to high use by individuals experiencing homelessness.

Library Library Donations Lost Revenue - Fear of
misuse $ 50,000
Santa Barbara Public Library Foundation reports that potential major donors have declined to contribute to the Plaza Campaign for fear of misuse of the revitalized space by people experience homelessness, due to previous history and lack of alternative gathering spaces.

Library Library Facilities Misuse impact to facility
and users $ 3,915
Attributing 10-15 percent of all facility repairs and maintenance to this population.

Library Library Facilities Lost Revenue - Deterrent
Costs $ 5,000
Community members have stated they will not rent spaces within the Central Library due to the extensive number of people experiencing homelessness.

Parks & Recreation Recreation Two (2) Portable Toilets $ 2,073 Portable toilets provided at Dwight Murphy for program users and permitted facility rentals to use due to the unwelcoming and at times aggressive and dangerous behaviors that occur in the permanent park restrooms.

Parks & Recreation Creeks Two (2) Portable Toilets
and Fencing $ 4,732 These costs have increased over the previous year due to additional restrooms and more frequent service being added.

Parks & Recreation Parks & Recreation
Facilities
Security at Cabrillo
Pavilion $ 35,813 Cost of contract to patrol Cabrillo Pavilion Parks & Recreation Parks Restroom Cleaning and
Supply Stocking $ 11,989 Cost of additional cleaning and supplies required for restrooms related to misuse and vandalism.

Parks & Recreation Parks Misuse impact to parks $ 45,000 Cost to repair / replace vandalized irrigation equipment, fencing, restrooms, lights, signage, and other park amenities.

Parks & Recreation Parks Powerwashing Parks
restrooms and Hardscape $ 1,921 Cost of contract to powerwash park restrooms and hardscape. Does not include in-house powerwashing.

Parks & Recreation Parks Security Fencing at
Various Parks $ 3,760 Cost of contract for additional security fencing Public Works Facilities
Management
Broken Windows $ 2,586 Replace Broken Windows (smashed in and broken windows) at La Vista (3Xs), Carrillo Gym, and City Surveyor's Office
Public Works Facilities
Management
Damaged/Vandalized
Doors & Locks $ 1,175
Replace/repair doors kicked in, transients break-ins, doors locks & key locks tampered/vandalized by transients at Alameda Park, Carrillo Gym, Chase Palm Park, MacKenzie Park, & Eastside Neighborhood Park Public Works Facilities
Management
Damaged Electrical
Outlets $ 1,750
Replace/repair damaged outlet covers and electrical outlet boxes that have been tampered with by transients at Police Dept., Skater's Park, Parks, 630 Garden-CD
Public Works Facilities
Management
Restroom
Vandalism/Theft $ 2,292 Replace/repair broken TP dispensers (transients taking toilet papers) at Dwight Murphy Park, MacKenzie Parks, & Oak Park Public Works Facilities
Management
Pressure
Washing/Cleanup $ 1,384 Pressure washing & transient cleanups at Casa Las Palmas, FS#1, 630 Garden, Bohnett Park, & Central Library Public Works Downtown Parking
Maintenance
Janitorial Services $ 2,517 Cleaning and disinfecting soiled stairwells, removing debris from lots, paseos, and State Street.

Public Works Downtown Parking
Maintenance Pressure washing $ 10,504 Extra pressure washing of soiled stairwells, sidewalks, and paseos.

Public Works Downtown Parking
Maintenance Hazardous waste cleanup $ 658 Cleanup of human waste, sharps, and other biohazards Public Works Downtown Parking
Maintenance
Graffiti cleanup; sign
damage and repair $ 915 Cleanup and repair of vandalism.

Public Works Downtown Parking
Maintenance
Abandoned Property
Removal $ 65 Posting notices and removal of abandoned property.

Public Works Downtown Parking
Maintenance
Plumbing & Restroom
Repairs $ 1,215 Repair of restroom vandalism, clogged toilets and sinks, damaged fixtures.

Public Works Streets Operations Right of way waste
cleanup $ 1,777 Cleaned, sanitized, and disinfected area $ 217,249
Total $ 5,588,555

Santa Barbara City CouncilApril 12, 2022

Santa Barbara City Council
April 12, 2022